Mahidol Universitymulinet11.li.mahidol.ac.th/e-thesis/scan/4037646.pdf · Title: Development of decision support system for short listing potential candidates in the recruitment process

2 3 Jtll- 2002

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DEVELOPMENT OF DECISION STJPPORT SYSTEM

FOR SHORT LISTING POTENTIAL CANDIDATES

IN TIIE RECRTIITMENT PROCESS

NOWARAT U.BOLz

61,

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A TIIBSIS ST'BMITTBD IN PARTIAL FI]LFILMENT

OF TIIB REQT]IRBMENTS FOR

TIIB DEGREE OF MASTER OF SCIENCE

(TBCHNOLOGY OF INFORMATION SYSTtsM MANAGEMENT)

FACI]LTY OF GRADUATE STT]DIBS

MAHIDOL TINWERSITY

2002

ISBN 974-04-1643-8

COPY RIGHT OF MAHIDOL UNTVERSITY

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Copyright by Mahidol University

tThesis

Entitled

DEVELOPMENT OF DECISION SUPPORT SYSTEM

F'OR SHORT LISTING POTENTIAL CAI\DIDATES

IN THE RECRTIITMENT PROCESS

0\.ô.J u- b" I

Miss Nowarat U-bolCandidate

F

lltln Q*,hy=Lect. Witoon Duangkeo, M.Sc.Major-Advisor

.......*1.{h.lpkqaAssoc.Prof. Monthree Chufasamay4Ph.D., M.D.Co-Advisor

? h,,,;"k M.D,Asst.Prof. Panya Khaimuk, M.D.Co-Advisor

/,/* A\**HProf. Liangchai Limlomwongse, Ph.D. Lect. Thanakorn uan-on, D.Engr.Dean ChairFaculty of Graduate Studies Master of science programme in

Technology of Information SystemManagementFaculty of Engineering.i


fThesis

Entitled

DEVELOPMENT OF DEbISION STIPPORT SYSTEM

FoR SIIoRT LISTING PoTEI{TIAL CAI\DIDATES

IN THE RECRTIITMENT PROCESS

was submitted to the Faculty of Graduate Studies, Matridol University

for the degree of Master of Science

(Technology of Infomration System Management)

on April 19,2002

MissNowarat U-bolCandidate

*

\t(l.srL . ShgStr*i,ô'tlo.*. .. .....

Lect. Worasit Choochaiwattan4 M-Sc.

Member

Faculty of EngineeringMatridol University

Lect Witoon Duangkeo, M.Sc.

Chair

.. /'/r. U*r,r!a"- tA.,...Assoc.Prof. Monthree Chulasffiraya,Ph.D., M.D.Member

?. br.L r4.D.Asst.Prof. Panya Khaimuk, M.D.Member

Z.,l ,/ ' , 'I\rut^*-e-

-.......(.

prof. Liangchai Limlomwongse, Ph.D. Lect. Thanakorn uan-on, D.Engr.

Dean Dean

Faculty of Graduate Studies

Mahidol UniversitY


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ACKNOWLEDGEMENT

The composition of this research would not have been accomplished by the

researcher alone. Grateful acknowledgement and sincere tttanlc go to my advisors,

Lect. Witoon Duangkeo, Assoc.Prof.Dr. Monthree Chulasamayq and Asst.Prof.

Panya Khaimuk, who have consistently given me kind supervision, invaluable advice,

and encouragement during the course of my research.

The pleasure is also mine to ttrank Personnel staff of one manufacturer and

exporter of ladies' swimwear who continuously provided me their kind cooperation in

locating required information of recruitment practice and users requirement.

Special words of thanls are given to all my dear friends who, through these

years, have provided me consistent help and support until this research has been

successful.

And lastly, my heart-felt thanks are extended to my family - my dearest

father, mother, and brother who have always glven me encouragement and worthy

mental support until this research is done well.

Overall, sincerely thankful feeling goes to every single person.

Nowarat U-bol

$Copyright by Mahidol University

Fac. Of Grad. Studies, Mahidol Univ. Thesis / iv

t

4O37646EGTYM : MAIOR :TECHNOLOGY OF INFORMATION SYSTEM

KEY WORDS

MANAGEMENT; M.Sc. (TECHNOLOGY OF

INFORMATION SYSTEM MANAGEMENT)

: DECISION SUPPORT SYSTEM / RECRI.ITMENT /SHORT LIST

NAOWARAT U.BOL : DEVELOPMENT OF DECISION SUPPORT

SYSTEM FOR SHORT LISTING POTENTIAL CANDIDATES INRECRUITMENT PROCESS. TTIESIS ADVISORS : WITOON DUANIGKEO,

M.Sc., MONTHREE CHULASAMAYA, Ph.D., M.D., PAI'IYA KHAIMUK, M.D.,

t37 P. TSBN 974-04-1643-8

To short list potential candidates in the recruifinent process is a significant task

for success in any organization. Timely, effective and efficient short listing willprovide an organization the opportunity to not only remain competitive but also toconsiderably save time and steamline short listing procedures.

A Decision Support System (DSS) for short listing potential candidates in the

recruitrrent process has been developed. It aims to help recruiment personnel, who

are target users, to accomplish successful and tansparent short listing. Through an

available decision support system, recruitment personnel will no longer spend lengthytime searching for details of qualified candidates in a manual frling system, at the

same time they will now receive valuable recommendation from the system as well.

Concept of Relational Database Design was applied to database constructionwhile Microsoft Access 97 was designated for the database management system.

Meanwhile, Elimination by Aspects, and Rate and Weight were the two approaches

implemented for the Decision Support System. Microsoft Visual Basic v. 6 was used

to develop the system that is activated on Windows 95 or higher operating system.

The system evaluation revealed that this Decision Support System for shortlisting potential candidates in the recruitnent process could provide both justifiableinformation and useful outcomes that meet user needs. Similarly, it can be great

benefit to the development of human resources recruitment in other procedures as amodel.

tCopyright by Mahidol University

Fac. Of Grad. Studies, Mahidol Univ' Thesis / v

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0ul{loo?u Copyright by Mahidol University

LIST OF CONTENTS

ACKNOWLEDGEMENT

ABSTRACT

LIST OF TABLES

LIST OF FIGURES

CHAPTER I

1.1

t.2

1.3

1.4

1.5

1.6

CHAPTER II

2.1

2.2

2.3

2.4

2.5

2.6

2.7

2.8

INTRODUCTION

Background and Statement of Problems

Objectives of the Study

Scope ofthe Study

Steps of the Study

Expected Results

Expected Benefits

LITERATURE REYIEW

Recruitment Process

External Recruitment Method

Recruitment Process in Model Organization

Decision-Making

Decision-Making Process

Decision Support System

Decision Support System Technology

Concept in Multiobjective Choice

iii

iv

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XI

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4

4

5

7

7

8

8

11

16

18

20

48

47

54

{,Copyright by Mahidol University

CHAPTER III

Lrsr oF CONTENTS (CONT.)

MATERIALS AIID METHODS

Research Tools

Step and Research Methodolory

RESULTS

System Analysis and Design

Dataflow diagram

Database Analysis and Design

Decision Support System for short listing

potential candidates in the recruitment process

System Evaluation

DISCUSSION

Database Management Subsystems

Model base

User Interface

CONCLUSIONS AI\D RECOMMEI\DATIONS

Conclusions

Problems

Recommendations

vll

124

124

126

127

69

68

81

85

102

122

3.1

3.2

64

64

66

CHAPTER IV

4.1

4.2

4.3

4.5*

CHAPTER V

5.1

5.2

5.3

CHAPTER YI 128

128

129

131

6.1

6.2

6.3

rlCopyright by Mahidol University

vnli

REFERENCES

APPENDIX A

APPENDIX B

BIOGRAPIIY

Lrsr oF CONTENTS (CONT.)

Job Application Form

Man-Power Requisition Form

133

134

136

137

t

aCopyright by Mahidol University

)

Table 2.1

Table2.2

Table 2.3

Table2.4

Table 2.5

LIST OF TABLES

DSS versus EDP

Concepts Underlying DSS Definitions

Example sets of attributes

Attribute scores for four homes

Rate and Weight result for Possible Home

26

28

55

57

63

$


I

Figure 2.1

Figure 2.2

Figure 2.3

Figure 2.4

Figure 2.5

Figure 2.6

Figure 2.7

Figure 2.8

Figure 2.9

Figure 2.10

Figure 2.ll

Figure 3.1

Figure 4.1

Figure 4.2

Figure 4.3

Figure 4.4

Figure 4.5

Figure 4.6

Figure 4.7

Figure 4.8

Figure 4.9

Figure 4.10

LIST OF FIGURES

Recruitment process

Recruitment process in model organization

Organnation chart of Personnel Department

Organizational levels and types of decision

Decision making process

Ideal characteristics and capabilities of DSS

Schematic view of a DSS

Structure of the Data Management Subsystem

Structure of Model Management Subsystem

Schematic View of User Interface System

DSS Technology Levels

Phase in building a Decision Support System

Decision support system process function

DFD Level0

DFD Level I

DFD Level2

Entity-Relationship Diagram of Candidates Database

Login screen

Main menu screen

Decision support system screen

Complete Decision support system screen

Output Screen

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t7

17

t9

20

31

32

35

39

47

52

65

81

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84

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103

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110Copyright by Mahidol University

xlD

LIST OF FIGURES (CONT.)

Figure 4.11 Resume report screen

Figure 4.12 Candidates database main screen

Figure 4.13 Address screen

Figure 4.14 Personal data screen

Figure 4.15 Education screen

Figure 4.16 Experience scroen

Figure 4.17 Special skill screen

Figure 4.18 Training screen

Figure 4.19 Language screen

Figure 4.20 Family screen

111

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Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) / I

CHAPTBR I

INTRODUCTION

The contents of this chapter include background and statement of problems

explaining why this topic is selected, objectives of study, scopes of study, and steps of

study. Meanwhile, expected results and expected benefits are also illusrated.

1.1 BACKGROUND AI\D STATEMENT OF PROBLEMS

Human resources are the most important assets in an organization. It is with

people that quality performance begins and ends. Recnritment often represents the

first contact a company has with potential employees. In addition, it is through

recruitment that many individuals will come to know a firm and eventually decide

whether they wish to work for it. Subsequently, a well-planned and well-organized

recruiting effort will result in mediocre ones.

Personnel/Human Resource Manager rightly regards recruitment as a

significant activity. The failure to generate an adequate number of reasonably

qualified job candidates can be costly in many ways. In the other word, it can greatly

complicate the selection process, for example, by leading in extreme cases to the

lowering of hiring standards. Lower-quality hires mean extra expenditures for

employee development and supervision to attain satisfactory levels of performance

and attendance and to avoid unwanted turnover. Furthermore, when recruitment fails

to meet organizational needs for talent, a typical response is to raise pay levels. But

*


Nowarat U-bol Introduction / 2

this can distort traditional wage and salary relationships in the organization, resulting

in costly rehdjusunents. Thus, the effectiveness of the recruitment process can play a

major role in determining the resources that must be expanded on otier

personnelhuman resource activities and their ultimate success.

To fiil in vacancies in the organization, Personnel/lluman Resource

Department of each organization carries on recruitment process that can be done

either internal or external one.

However, the most popular mean is to do external recruitrnent through placing

classified advertisements that the organization subsequently will receive a pile of job

application in both soft and hard copies. As a result, each PersonneL/lluman Resource

Department has to deal with at least thousands ofjob applications sent in per annum.

Generally practiced in most organizations, the sent-in job applications have

been kept manually. In the other word, thousands of the applications have been

located in hundreds of files.

Solely based on manual filing system, recnritment officers have to deal in the

process ntnning through piles of job applications and obviously it is not an easy job

for the officers to thoroughly cover all target applications.


lFac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) / 3

Subsequently, many potential job applications'are left unattended in the files

since it is beyond human capability to efEciently search for certain documents stored

in hundreds of files.

More importantly, recnrifrnent officers to short list potential candidates for an

interview is difEcult. Sometimes, bias and special connection of the officers provide

effects on short listing. As a result" certain applications of potential candidates have

also been missed.

Recognizing the above problems, the researcher prompted an idea to develop

a prototype of decision support system (DSS) for short listing potential candidates in

recnritment process.

oCopyright by Mahidol University

Nowarat U-bolIntroduction / 4

I.2 OBJECTIVES OF TIIE STUDY

The study aims to

1.2.1 study and analyze a decision support system

l'2'2 design and develop a prototype of decision support system for short-

listing potential candidates in the recnriEnent process.

13 SCOPE OF TIIE STT'DY

The Scope of this study can be categorized as follows:-

l'3'l This study is mainly based on recruitment process to recruit office

staff, not sales advisors nor production staff, that is implemented in one of the world,s

leading manufacturer and exporters of ladies' underwear located in Samuprakarn

province. As a result, the researcher takes into account recnritment practice carried

on in such model organization.

l'3.2 The recruitment process mentioned in the study is an, external

recnriment through print and elecEonic media advertisement. Consequently, resumes

of potential candidates will be input of the system.

1'3.3 Target users of the developed decision support system for short listing

potential candidates in recruitrnent process are recruitrnent officers who are active in

recruitrnent functions for not less than 5 years. The system will subsequently be

developed by taking into consideration skills, competency, and requirements of

recruitment officers. The recruitment officers are not only target users but alsoCopyright by Mahidol University

I

Fac. of Grad. studies, Mahidol univ. M.Sc.(Tech. of Info.sys.Management) / 5

system administrators: they will input details of new candidates into the database,

update the database, maintain the database and input criteria into the system.

1.3.4 To finalize data of potential candidates and input it into the database

must sometimes rely on judgement and analytical skill of recruitment officers.

1.3.5 Decision support system for short listing potential candidates in

recruitment process that will be developed will be implemented in stand-alone

personal computer. The system can collect and conclude some information about

potential candidates in line with criteria and input details from recruifinent officers.

1.3.6 Functions and criteria for the developed system must not be against

standards and laws the model organization complies with, particularly no

discrimination among candidates.

1.3.7 It is assumed that not more than 9,999 job applications sent in to

Personnel/fluman Resource Deparfrnent

I.4 STEPS OF TIIE STTJDY

.. l

The steps of this study are as follows:-

1.4.1 Planning for development of decision supporr system (DSS)

1'.4.2 Identification of a relevant approach for addressing user needs and

available resources

1.4.3 System analysis and conceptual design of decision support system for

short listing potential candidates in the recruitment process

1.4.4 Designing decision support system for short listing potential candidates

in the recruitment process


? Nowarat U-bol Introduction / 6

1.4.5 Construction of decision support system for short listing potential

candidates in the recruitment process

1.4-6 Implementation of decision support system for short listing potential

candidates in the recruitment process

L.4.7 Maintenance and documentation

Project Scheduling

t

Stepof Study Month

ldmonlh 2d monlh 3d month 4Dmon& 5o month

1. Planning for development ofdecision support system @SS)

Identification of a relevant

approach for addressing user needs

and available resources

System analysis and conceptual

design of DSS for short listing

potential candidates in the

recmitrnent process

Designing DSS for short listing

potential candidates in the

recruitrnent process

Construction of DSS for short

listing potential candidates in the

recruitment process

Implementation of DSS for short

listing potential candidates in the ,

recruitment process I

Maintenance and documentation I

2.

3.

4.

5.

6.

7.

I


.-.. Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech. of Info.Sys.Management) /7

15 EXPECTED REST.'LTS

A prototype of decision support system for short listing potential candidates in

the recruitmentprocess will be developed.

I.6 EXPECTtsD BBNETTTS

Expected benefits of this study cover:-

1.6.1 All sent in valid applications will be keyed into the system.

Subsequently, no application is left unattended in the filings.

1.6.2 Recruitnent offrcers timely and conveniently search for potential

$ candidates in the system.

1,.6.3 Candidates short-listing will be done transparency without bias and

other negative influences.

1.6.4 Recruifinent process will be done more efEciently.

rCopyright by Mahidol University

)Nowarat U-bol Literature Review / 8

CHAPTER II

LITERATURE NNVMW

This chapter illustrates recruitment process, external recruitment process,

decision making, and decision making process. Meanwhile, details of decision

support system are also included.

2.1 RECRrrrrMEr{T PROCESS (1)

Recnriment is the process of seeking out and attempting to attract individuals

in external labour markets who are capable of and interested in filling available job

vacancies. It is an intermediate activity whose primary function is to serve as a link

between stafEng planning on the one hand and selection on the other. Staffing

planning identifies the job vacancies to be filled from outside the organization. It is

then the task of recruitrnent to generate and then, if necessary, pare down the pool of

candidates from which new employees are subsequently selected. Recruitment has

some direct effect on trErsonnel,/human resource outcomes; there is evidence showing

that various approaches differ in the frequency with which they nrn up high-quality

applicants who eventually become successful employees.

Recruitment is one personnel/human resource activity that typically requires

relatively little action by top or line management. Top management may establish

general policies concerning such matters as hiring standards, acceptable and

unacceptable sources of applicants, starting salaries, and the organization's equal

T

TCopyright by Mahidol University

t

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management)/9

employment opportunity/affirmative action posture. The impetus to begin recruiting

generally comes from line management through the staffing planning process and,

more specially, through the issuance of employee requisitions or manpower

requisitions (that is, specific authorizations to hire).

In many organizations, line manageni play no active role in the actual

recruifinent process for any employee group. In others, they play an active part only

in the recruitment of managerial and professional employees, usually by making

recruiting uips to various college campuses once or twice a year. Except in small

organizations, it is uncommon to find line managers heavily involved in the

recruiment of technical, clerical, or blue-collar employees.

Thus, PersonneL/lluman Resource Department usually assumes the major

responsibility for recruitment. It recommends policy to top management, develops

strategies and procedures, sometimes shares authorities for issuing employee

requisitions, lobbies for the involvement of line management where deemed

appropriate, sends recruiters into the field where necessary, and maintains the

capability to process and screen applications and applicants. The Personnel,/lluman

Resource Departrnent also monitors the entire process for effectiveness, efficiency

and makes improvement as necessary.

ECopyright by Mahidol University

Nowarat U-bol

f Literature Review / l0

l-r* II -+r*

|

Employeerequisition

Figure 2.1 Recruibment hocess (l)

Figure 2.1 shows that the recruitment process consists of five interrelated

stages: (l) planning, Q) strategy development, (3) searching, (4) screening, and (5)

evaluation and control. The ideal recruitment progftrm is one that attracts a relatively

large number of qualified applicants who will accept positions with the organization ifoffered. RecruiEnent programs can miss the ideal in many ways: by failing to atkact

enough applicants, by failing to attract high-quality applicants, by under- or

overselling the organization, or by inadequately screening applicants before they enter

the selection process. Thus, to approach the ideal, individuals responsible for the

recmitment process must know how many and what types of employees are needed,

where and how to look for individuals with the appropriate qualifications and

interests, what inducements to use (and avoid) for various types of applicant groups,

how to distinguish applicants who are unqualified from those who have a reasonable

change of succeeding, and how to evaluate their work.

t

hCopyright by Mahidol University

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / ll

2.2 EXTERNAL RECRLITTMENT METHOD (2)

To recruit any officer, the firm has a number of outside sources available,

among which are the following

22.1 Professional or trade associations

Many associations provide placement services for their members.

These services may consist of compiling descriptive text on, or listings of, job hunting

members and their qualifications and providing access to members during regional or

national conventions. Furttrer, many associations publish or sponsor trade journals or

magazines for their membership. These publications often carry classified

advertisements from employers interested in recruiting their members.t.

2.2.2 Advertising

There is a trend toward more selective recruiment in advertising. This

can be effected in at least two ways. First, advertisements can be placed in a media

read only by particular group; for example, The Tool Engineer is ordinary read by

production engineers. Secondly, more information about the company, the job, and

the job specification can be included in the ad to permit some seH-screening. When

time is limilsd, the daily newspaper will reach the maximum number in the shortest

period,

*Copyright by Mahidol University

+

Nowarat U-bol Literature Review / 12

2.2.3 Employee referral

Often when culrent employees hear of job openings in their firm, they

will inform their friends or relatives and encourage them to apply. Such referrals

frequently result in high-quality hires for the organization. Current employees know

both the organization and their friends and relatives well enough to avoiding

recommending a poor match to either.

2.2.4 Employment agencies

Additional screening can be effected through the utilization of

employment agencies, both public and private. Today, in contrast to their former

unsavory reputation, the public employment agencies are well-regarded, particularly

in the fields of unskilled, semiskilled, and skill operative jobs. In the technical and

professional areas, however, the private agencies appear to be doing most of the work.

Many private agencies tend to specialize in a particular type of worker and job, such

as sales, office, executive, or engineer. A recent innovation, the videotaped interview,

promotes more effective decision making with easier scheduling and more time

saving for the hiring organization. When job specification s are somewhat nebulous,

as they generally are in the higher type ofjobs, the addition of a 3O-minute videotaped

interview to the usual, more sterile resume enables representatives of the hiring

organization to quickly narrow the pool of candidates to a few finalists.

ilCopyright by Mahidol University

T Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 13

2.2.5 Campus recruiting

Jobs in business have become increasingly technical and complex to

the point where high school and college degrees are widely demanded. Consequently,

many firms make special efforts to establish and maintain constnrctive relationships

with school faculties and administrations. In recruiting at the college level, inquiries

from 255 new technical college graduates, both before and 1 year after hiring,

revealed that the most important influences affecting choice of firm and job were

work-related factors, such as the nature of the assignment, degree of responsibility,

and possibilities for advancement. Bachelor's-degree candidates were more interested

in training opportunities and precise definition of the initial assignment in order to

|} reduce first-job anxiety. Master's candidates were also interested in the nature of the

work, but in addition, exhibited considerable concern about the human organization

and the personalities with whom they will be working. Doctoral-degree candidates

indicated a significantly greater interest in the first job assignment than in future

allocation. They were also interested in the human organization as well as the status

of the industry in which the employing organization was located.

2.2.6 Labour rrnion

Firms with closed or union shops must look to the union in their

recruitment efforts. Disadvantages of a monopolistically controlled labour source are

offset, at least partially, by savings in recruitment costs. With one fifth of the labour

force organized into unions, organized labour constitution an important source of

personnel.Copyright by Mahidol University

ItNowarat U-bol Literature Review / 14

2.2.7 Casualapplicants

unsolicited applications, both at the gate and through the mail,

constitute a much-used source of personnel. These can be developed through

provision of attractive employment office facilities and prompt and courteous replies

to unsolicited letters.

2.2.8 Executive search frrms

Executive search firms direct their efforts toward finding high-level

managerial and professional talent for organizations. Their fees are rather high

(sometimes as much as 33 percent of a year's salary for the successful applican! plus

expenses), but they provide a specialized service that may require personnel skills not

available in the employer's own personnel's own PersonneL/lluman Resource

Department. Further, it is often said that the best talent is already employed. To the

extent this is fiue, executive search firms may provide high-quality talent by "raiding"

or luring employees away from other organizations. (These firms are sometimes

called headhunters because of this behavior.) Such tactics are tactics are often better

left to such firrrs than to an employer's own PersonneL/lluman Resource Department.

These agencies may also serve as a useful source for highly qualified minority

applicants. Such applicants may not be available from other sources more routinely

used by the firm.

f


l

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 15

2.2.9 Nepotism (3)

The hiring or relatives will be an inevitable component of recruitment

program in family-owned firms. Such a policy does not necessarily coincide with

hiring on the basis of merit, but interest and loyalty to the enterprise are offsetting

advantages.

2.2.10 Leasing

To adjust to short-term flucnrations in personnel needs, the possibility

of leasing personnel by the hour or day should be considered. This practice has been

particularly well-developed in the office administration field. The firm not only

obtains well-trained and selected personnel but avoid any obligation in pensions,

insurance, and other benefits.

2.2.11 Special events

On occasion, an employer may wish to recnrit applicants at special

events such as job fairs. These events usually represent infrequent opportunities to

appear with other hiring firms under the sponsorship of a nonprofiq well-respected

third party. Job fairs may be sponsored by a chamber of corlmerce, educational

institution, or govemment agency.


tNowarat U-bol Literature Review / 16

23 RECRUTIMENT PROCESS IN MODEL ORGANIZATION

Recruitment process begins when departments that require new staff forward

Man-Power Requisition Form to Personnel Departuent. The requisition form needs

such departrnents to indicate positions they want the new computer to fill in.

Meanwhile, it is also duty of the departnent to indicate qualifications of their desired

candidates in term of education degree, field of study, major of study, and age. In

addition, the departments must provide details of English proficiency in term of

understanding, speaking, writing and reading command they require, as well as

computer skills, years of direct experience, and age of preferred candidates.

After receiving the Man-Power Requisition Form, Personnel Department, if

necessary will place a classified advertisement looking for interested candidates.

Otherwise, recruiunent personnel, Personnel Department, directly short list available

candidates whose job applications are already at personnel Departrrent.

l

If the advertisement is placed, upon receipt of application leffers, recruitment

offices then do the short list process.

i)


Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Managemenr) / 17

I Successful :

i candidate illt----- _ _- -__ ----l

Figure 2.2 Recruifuent process in model organization

To handle recruitment function, there are four recruifinent personnel including

one recruitrnent supervisor and three recruitment officers as depicted in Figure 2.3.

Deparhentsrequiring new staffo Job analysiso Qualifications

identificationo Interviewo Evaluation

Personnel DepartmenURecruitment Sectiono Requisition

verificationo Advertisement if

necessaryo Candidates searcho Short list processo Negotiation if

Figure 2.3 Organization Chart of Personnel Department



2.4 DECTSTON-MAKTNG (4)

Decision in an organization can be classified into three groups as follows:

2.4.1 Structure decision, or programmable task, do not need a decision-

maker for implementation, because a well-defined standard operating procedure exists

for the execution of these types of decisions. Record-keeping operations, payrolls, and

simple inventory problems are examples of this type of tash in which computer

technology can be of significant help.

2.42 Semistructure decision is the structure that are not quite as well-

defined by standard operating procedures as stnrcture decisions. However, the

decisions include structured aspects that greatly benefit from information reffieval,

analytical models, and information system technology in general. Sales forecasting,

budget preparation, and capital acquisitions analysis are some decision within this

group.

2.43 Unstructure decision are unique in nature, are mostly nonconcurring

and have no standard operating procedure ttrat pertains to their implementation. In

these circumstances, the decision-maker's intuition plays the most significant role and

computer technology offers the least support. Those are numerous instances of these

types of decision, including research and development, hiring and firing, and

introduction of a new product.

;

G


Fac. of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 19

Figure 2.4 illustrates organizational levels and types of decision. This

figure highlights the potential of informative technology in general and DSS

specifically in all level of an organization.

Strategic

Management

Tactic

Management

t operational

Management

/\Introduction o

Merger

Plant

/ Ibrctntcture

/ s*irt*arr"1

/ structure

esolving

Sal

/

Unstructure

Semistructure

Sffucnre

fion ofa new product

Plant location

ing conflict benreen two decision

Sale forecast

Budget Preparation

Setting sequence priorities

Accounts receivable

Payroll

Figure 2.4 Organizational levels and types of decision (4)


Nowarat U-bol

I

Literature Review / 20

DECTSTON-MAKTNG PROCESS (s)

Systematic decision-making process involves three major phases: intelligence,

design, and choice. A fourth phase, implementation, was added later. A conceptual

picture of decision-making process is shown in Figure 2.5. There is a continuous flow

or activities from intelligence to design to choice @old line), but at any phase there

may be a retum to previous phase (feedback). Modeling is an essential part of this

process.

*

(

Intelligence Phase

Validation of the model

Reality

eOrganizational objectiveSearch and scanning proceduresData collectionProblem identificationProblem ownershipProblem classificationProblem statement

Problem statement

Formulate a modelSetcriteriaforchoice i

Search for alternativePredict and measure outcomes

Solution to the modelSensitivity analysisSelection of the best alternative(s)

Plan for implementation

Figure 2.5 Decision-Making Process (5)


t

Fac. Of Grad. Stuides, Mahiol Univ.

2.5.1 Intelligence Phase

M.Sc.(Tech. of Info. Sys. Managemen$ / 2l

Intelligent entails scanning the environment, either intermittently or

continuously. It includes several activities aimed at identifying problem situations or

opportunities as follows:

1) Finding the problem. The intelligence phase begins with the

identification of organization goals and objectives and determination of whether they

are being met. Problems arise out of dissatisfaction with the way things are going.

Such dissatisfaction is the result of a difference betweeh what we desire and what is

(or is not) happening. In this phase one attempts to deterrrine whether a problem

exist, idenffied its symptoms, determine its magnitude, and explicitly define the

problem. Often, what is described as a problem (such as excessive costs) may be only

a symptom of a problem (such as improper inventory levels). Because real-world

problems are usually complicated by many interrelated factors, it is sometimes

difficult to distinguish berween the symptoms and the real problem.


INowarat U-bol Literature Review / 22

The existence of a problem in an organization can be appraised by

monitoring and analyzing the organization productivity level. The measurement of

productivity and construction of the model are based on data. The collection of

existing data and estimation of future data are among the most difficult steps in the

analysis. Some issues that may arise during data collection and estimation are as

follows:

o outcome (or results) may occur over an extended period of

time. As a result, revenues, expense and profit will be recorded at different points in

time. To overcome this difficulty, a present-value approach should be used, if the

results are quantifiable.

o It is often necessary to use a subjective approach to data

estimation.

o It is assumed that future data will be similar to historical data.

If not, it is necessary to predict the nature of the change and include it in the analysis.

Once the preliminary investigation is completed it is possible to

determiqe whether a problem really exists, where it is located, and how significant it

is.

2) Problem Classification. This activity is the conceptualization

of a problem in attempt to classify it into a definable category. An important

classification is according to the degree of structuredness evident in the problem.

*


Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 123

3) Problem Decomposition. Many complex problems can be

divided into subproblems. Solving the simpler subproblems may help in solving the

complex problem. Also, some seemingly poorly structure problems may have some

highly structure subproblems. Such an approach also facilitates communication

between the people involved in the solution process.

4) Problem Ownership. In the intelligence phase, it is important to

establish the ownership problem. A problem exists in an organization only if someone

or some group is willing to take the responsibility to solve it and if the organization

has the capability to solve it. For example, many companies feel that they have a

problem because interest rates are too high. Because interest rate levels are

determined at the national level and most companies can do nothing about them, high

I interest rates are the problem of the federal government, not of a specific company.

The problem companies face is how to operate in an environment in which the interest

rate is high. For the individual company the interest level is an unconfrollable factor.

The intelligence phase ends with a problem statement. At ttrat time, the

design phase can be started.


I


2.5.2 Design Phase

The design phase involves generating, deveroping, and analyzing

possible courses of action. This includes activities such as understanding the problem

and testing solutions for feasibility. Also in this phase, a model of the problem

situation is constructed, tested and validated.

Modeling phase involves the conceptualization of the problem and its

abstraction to quantitative and/or qualitative form. For mathematical model, the

variables are identified and equations describing their relationships are established.

Simplifications tue made, whenever necessary, through a set of assumption For

example, a relationship between two variables may be assumed to be linear, even

though in reality there may be slight nonlinear effect (such as in the model of a

pendulum). A proper balance between the level of model simplification and the

representation and faster solution, but is less representative of the real problem.

2.53 Choice Phase

The boundary between the design and the choice phase is often unclear

because certain activities may be performed both during the design and the choice

phase and because one may return frequently from the choice activities to the design.

For example, one may generate new alternatives while performing and evaluation of

the existing ones. The choice phase includes search, evaluation and recommending

and appropriate solution to the model. A solution to a model is a specific set of values

for the decision variable in a select alternative.

iCopyright by Mahidol University

a Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 25

2.5.4 Implementation Phase

The definition of implementation is somewhat complicated because

implementation is a long involved process whose boundaries are vague. In a

simplistic manner, it may be defined as putting a recommended solution to work.

Many of the generic issues sf implementation, such as a resistance to

change, degree of support of top management, and user's training, are important in

dealing with Management Support Sysrem (MSS).

The decision-making process is conducted by people, but it can be improved if

it is supported by computers.

DECTSTON SUPPORT SYSTEM (DSS)

2.6.1 DSS Definitions

DSS is defined as a "model-base set of procedures for processing data

and judgments to assist a manager in his decision making." To be the successful,

such a system must be simple, robust, easy to control, adaptive, complete on

important issues, and easy to communicate with. Implicit in this definition is the

assumption that the system is computer-based and seryes as an extension of the user's

problem-solving capabilities (6).

+2.6

t Copyright by Mahidol University

INowarat U-bol Literature Review / 26

In addition, DSS (7) is further defined by contrasting it with tradirional

Electronic Data Processing system on five dimensions, as sholn in Table 2.1

Table 2.1 DSS vensus EDP (O

However, it is argued that the structuredness concept, so much a part of

early DSS definitions (that is, that DSS can handle semistructure and unstructure

situations), is not meaningful in general; a problem can be described as stnrctured or

unstructured only with respect to a particular decision-maker (that is, sfirctured

decisionS are structured because we choose to treat them that way). Thus, they definer

DSS as extendible system capable of supporting ad hoc data analysis and decision

modeling, oriented toward furure planning, and used at irregular, unplanned intervals

(8).

s

Dimension DSS EDP

Use

User

Goal

Time horizon

Objective

Active

Line and staff management

Effectiveness

Present and future

Flexibility

Passive

Clerical

Mechanical efficiency

Past

Consistency


, -t

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 127

The term DSS is also applied "to situations where a final system can be

developed only through an adaptive process of learning and evolution." Thus, he

defines DSS as the product of the developmental process in which the DSS user, the

DSS builder, and the DSS itself are all capable of influencing one another, resulting in

system evolution and patterns of use (9).

A DSS is additionally defined as a computer-based system consisting

of three interacting components: a language system (a mechanism to provide

communication between the user and other components of the DSS), a knowledge

system (the repository of problem domain knowledge embodied in DSS, either as data

or procedures), and a problem-processing system (the link between the other two

components, containing one or more of the general problem-manipulation capabilities

required for decision-making) (10).

These definitions are compared and contrasted by examining the

various concepts used to define DSS (see Table 2.2). lt seems that the basis for

defining DSS has been developed from the perceptions of what a DSS does (such as

support decisions making in unstructured problems) and from ideas about how the

DSS's objective can be accomplished (such asi components require, appropriate usage

pattern, and the necessary development processes).

HCopyright by Mahidol University


Table 2.2 Corcepts Underlying DSS Definitions (5)

Source DSS Defined in term of

Gorry and Scott Morton[1971] Problem type, system function (support)

Little U9701 System function, interface characteristics

Alter [1980] Usage pattern, system objectives

Moore and Chang t19801 Usage pattern, system capabilities

Bonczek et al. [1989] System components

*

Keen [1980I Development process

Unfornrnately, the formal definitions of DSS do not provide a consistent focus

because each tries to narrow the population differently. Furthermore, they collectively

ignore the central issue in DSS; that is, to support and improve decision making.

In later DSS definitions, the focus seems to be on the inputs rather than the outputs. A

very likely reason for this change in emphasis is the difficulty of measuring the

outputs of a DSS (such as decision quality or more confidence in the decision made).

2.6.2 Characteristics and Capabilities of DSS (5)

The lists are the ideal characteristics and capabilities of DSS.

1) DSS provides support for decision makers mainly in

semistructured and unstructured situations by bringing together human judgement and

computerized information. Such problems cannot be solved (or cannot be solved

conveniently) by other computerized systems or by standard quantitative methods or

tools.


I Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 129

2) Support is provided for various managerial levels, ranging from

top executives to line managers.

3) Support is provided to individuals as well as to groups. Less

structured problems often require the involvement of several individuals from

different departments and organizational level.

4) DSS provides support to several interdependent and/or

sequential decisions.

5) DSS Bupports all phases of the decision-making processes:

intelligence, design, choice, and implementation.

6) DSS supports variety of decision-making processes and styles.

7) DSS is adaptive over time. The decision-maker should be

reactive, able to confront changing conditions quickly, and adapt the DSS to meet

these chlnges. DSS are flexible, so users can add, delete, combine, change, or

rearange basic elements.

8) Users must feel at home with DSS. User-friendliness, sfiong

graphic capabilities, atrd an English-like interactive human-machine interface can

greatly increase the effectiveness of DSS.

9) DSS attempts to improve the effectiveness of decision-making

(accuracy, timeliness, and quality) rather than its efficiency (cost) of making

decisions.

10) The decision-maker has complete confiol over all steps of the

decision-making process in solving a problem. A DSS specifically aims to support

and not to replace the decision-maker

I

flCopyright by Mahidol University

NowaratU-bol Literature Review / 30

11) End-users should be able to construct and modify simple

systems by themselves. Larger system can be built with assistance from Information

System (IS) specialists.

12) DSS usually utilizes models for analyzing decision-making

situations. The modeling capability enables experimenting with different strategies

under different confi gurations.

13) DSS should provide access to variety of daa sources, formats,

and types, mngrng from geographic information systems to object-oriented ones.

r

-',1


?

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 3l

These characteristics enable decision makers to make better, more

consistent decisions in a timely manner. As state earlier, the characteristics and

capabilities of DSS are provided by its major components.

t

2. For managers

at different level

3. For groups

and individuals

5. Support

intelligence, design,

choice and

implementation

phase

6. Support variety

ofdecision styles

and processes

Figure 2.6 Ideal characteristics and Capabilities of DSS (5)


t


Components of DSS

DSS is composed of the following subsystems:

o Data Management Subsystem.

o Model Management Subsystem

o Knowledge Management Subsystem

o User Interface (Dialog) Subsystem

Figure 2.7 shows a schematic view of a DSS and above components.

Data externaland internal

a

Figure 2.7 Schematic view of DSS (5)


t Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 33

Ihe Data Management Subsystem

The data management subsystem is composed of the following

elements:

DSS Database

Database Management System

Query Fasility

Data Directory @ictionary)

l. DSS Database

A database is a collection of interrelated daa organized

to meet the needs and structure of an organization and can be used by more than one

Frson for more than one application. There are several possible configurations for a

database. For large DSS, the database is basically included in daa warehouse. For

some applications, a special database is constnrcted as needed. Several databases may

be used in one DSS applications, depending on the data sources.

I

wZ,,,"ffi



The data in the DSS database, as shown in Figure 2.5, is

extracted from internal and external data sources, as well as personal data belonging

to one or more users.

Internal data come mainly from the organization,s

transaction processing system. A typical example of such data is the monthly payroll.

Depending on the needs of the DSS, operational data from functional areas, such as

marketing, might be included. Examples of other internal data are machine

maintenance scheduling, forecasts of future sales, cost of out-of-stock items, and

future hiring plans. Sometimes internal data are made available through Web

browsers over and Intranet, an internal Web-base system.

External data may include industry data, marketing

research dat4 census data, regional employment data, government regulations, tax

rate schedules, or national economic data. These data might come from U.S.

govemment, frade associations, marketing resegch firms, econometric forecasting

firms, and the organization's own efforts in collecting external data. Like internal

data, the external data may be maintained in the DSS database or may be entered

when the DSS is used. External data are provided, in many cases, over the (Web)

Internet or from computerized online services.

Private data may include guidelines used by specific

decision makers and assessments of specific data and/or situations.

I


T


To create a DSS database, or data warehouse, it is often

necessary to caPture data from several sources. This operation is call extraction. It is

basically the importing of files, summarization, filfiation, and condensation of data.

Exffaction also occurs when the user produces reports from the data in the DSS

database. The extraction process is managed by a DBMS.

Figure 2.8 Structure of Data Management Subsystem (5)


t


2. Database Management System

The database is created, assessed, and updated by a

DBMS. Most DSS are built with a standard commercial DBMS that provides

capabilities as follows:

o Capture/extracts data for inclusion in a DSS

database

o Update (adds, deletes, edits, changes) data

records and files

o Interrelates data from different sources

o Reffieves data from the database for queries and

reports

o Provides comprehensive data security (such as

protection from unauthorized access and recovery capabilities)

o Handle personal and unofficial data so that users

can experiment with alternative solutions based on their own judgment

.. o Performs complex data manipulation tasks based

on queries

o Tracks data use within the DSS

o Manages data through adatadictionary


t Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 37

An effective database and its management can support

many managerial activities; general navigation among records, support for creating

and maintaining a diverse set of data relationships, and report generation are typical

example, however, the real power of DSS occurs when the database is integrated with

its models.

3 Ouery Facility

In building and using DSS, it is often necessary to

access, manipulate, and query the data. The query facility performs these tasks. It

accepts requests for data from other DSS component, determines how these requests

can be filled (consulting the data directory, if necessary), formulates the detailed

requests, and returns the results to the issuer of the request. The query facility includes

a special query language. Important functions of a DSS query system are selection

and manipulation operation (for example, the ability to follow and instruction such as

"search for all sales in zone B during January 1997 and summarize sales by sales-

person").

4 Data Directory @ictionary)

The data directory is a catalog of all the data in the

database. It contains the data definitions, and its main function is to answer questions

about the availability of data items, data source, and data exmct meaning. The

directory is especially appropriate for supporting the intelligence phase of the

decision-making process by helping to scan data and identify problem areas or


t Nowarat U-bol Uterature Review / 38

opportunities. The directory, like any other catalog, supports the addition of new

entries, deletion of entries, and retrieval of inforrration on specific objects.

2. TheModelManagementSubsystem

The model management subsystem of the DSS is composed of

the following elements:

o Model Base

o Modeling Ianguage

o Model Base Management System

o Model Directory

o Model Execution,Integration, and Command Processor

e

hCopyright by Mahidol University

$

Fac. Of Grad. Sruides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 39

Figure 2.9 depicts the elements and their interface with

the other DSS components while the definition and each function of these elements

are described next.

Figure 2.9 Structure of Model Management Subsystem (5)

I Copyright by Mahidol University

l}Nowarat U-bol Literature Review / 40

I Model Base

A model base contains routine and special statistical,

financial, forecasting, management science, and other quantitative models that

provide the analysis capabilities in a DSS. The ability to invoke, run, change,

combine, and inspect models is a key DSS capability that differentiates it from other

Computer Base Information System (CBIS). The models in the model base can be

divided into four major categories: strategic, tactical, operational, and model-building

block and routines.

Sffafegic moilels are used to support top management's

strategic planning responsibilities. Potential applications include developing corporate

objectives, planning for mergers and acquisitions, plant location selection,

environmental impact analysis, and nonroutine capital budgeting. Strategic models

tend to be broad in scope, with many variables expressed in aggregated form. Mostly

external data are used.

Tactical models are used mainly by middle

management to assist in allocating and controlling the organization's resources.

Examples of tactical models include labor requirement planning, sales promotion

planning, plant layout determination, and routine capital budgeting. Tactical models

are usually applicable only to an organizational subsystem such as the accounting

department. Their time horizon varies from one month to less than two years. Some

external data are needed, but greatest requirements are for internal data.

*


t

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) /41

Operational models are used to support the day-to_day

working activities of the organization. Typical decisions are approving personal Ioans

by a bank, production scheduling, inventory control, maintenance planning and

scheduling, and quality control. Operational models support mainly first-line

managers' decision making with a daily to monthly time horizon. These models

normally use internal data.

The models in the model base can also be classified by

functional areas (such as financial models or production control models) or by

discipline (such as statistical models or management science allocation models). The

number of models in a DSS can vary from afew to several hundred.

Model Building Bloclcs and Routines

In addition to strategic, tactical, operational models, the

model base can contain model building blocks and routines. Examples include a

random number generator routine, curye line fitting routine, present-value

computational routine, or regression analysis. Such building blocks can be used in

several ways. They can be used on their own for applications such as data analysis.

They can also be used as components of larger models. For example, a present-value

component can be part of a make-or-buy model. Some of these building blocks are

used to determine the value of variables and parameters in a model, as in the use of

regression analysis to create trend lines in a forecasting model. Such building blocks

are available in DSS commercial development software.


)Nowarat U-bol Literature Review /42

2 Modeling LanEuages

Because DSS deal with semistructured or unstructured

problems, it is often necessary to customize models. This can be done with high-level

languages. Some examples of these are COBOL, with a spreadsheet or with other

fourth-generation language, and special modeling languages, such as IFPS/?lus.

3 Model Base Manasement System (MBMS)

The functions of the Model Base Management System

(MBMS) software are model creation using subroutines and other building blocks,

generation of new routines and reports, model updating and changing, and model data

manipulation. The MBMS is capable of interrelating models with the appropriate

linkages through a database. The major functions of the MBMS are following

o Creates model easily and quickly, either from

scratch or from existing models or from the building block

o Allows user to manipulate the models so they

can conduct experiments and sensitivity analyses ranging from what-if to goal seeking

o Stores, reftieves, and manages a wide variety of

different types of models in a logical and integrated manner

o Catalogs and displays the directory of models

for use by several individuals in the organization

o Tracks model data and application use

o Interrelates models with appropriate linkages

with the database and integrates them within the DSS

t


Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Managem ent) t 43

o Manages and maintains the model base with

management function analogous to database managemenfi store, access, run, update,

link, catalog, a16 query

o Uses multiple models to support problem

solving

4 The Model Directory

The role of the model directory is similar to that of a

database directory. It is a catalog of all the models and other software in the model

base. It contains the model definition, and its main function is to answer questions

about the availability of the models.

*

5 Model Execution.Integration" and Command

The following activities are usually controlled by model

management:

o Model execution is the process of controlling the

actual running of the model.

o Model integration means combining the

operations of several models when needed (such as directing the output of one model

to be processed by another one).

o A model command processor is used to accept

and interpret modeling instructions from the dialog component and to route them to

the MBMS, the model execution, or the integration functions.


*

Nowarat U-bol Literature Review /44

Interesting issue in a DSS might be, "Which models

should be used for what situation?" Such model selection cannot be done by the

MBMS because it requires expertise and therefore is done manually. This is a

potential automation area for a knowledge component assisting the MBMS.

3. The Knowledge Management Subsystem

Many unstructured and semistructured problems are so

complex that they require expertise for their solutions in addition to regular DSS

capabilities. Such expertise can be provided by an expert system or other intelligent

system. Therefore, the more advanced DSS are equipped with a component called

lcnowledge management. Such a component can provide the required expertise for

solving some aspects of the problem and providing knowledge that can enhance the

operation of other DSS component.

Knowledge-base decision aids that support the steps of decision

. piocess unaddressed by mathematics; intelligent decision modeling systems that help

users build, apply, and manage libraries of models; and decision analytic expert

systems that integrate theoretically rigorous methods of uncertainty into the expert

system knowledge bases.

The knowledge component consists of one or more intelligent

systems. Like data and model management, knowledge management software

provides the necessary execution and integration of the intelligent system.

(}Copyright by Mahidol University

t Fac. Of Grad. Stuides, Matriol Univ. M.Sc.(Tech. of Info. Sys. Management) /45

A decision support system that includes such a component is

called an intelligent DSS, a DSS/ES, expert support systern, or knowledge-base DSS.

4. User Interface @ialog) Subsystem

The term user interface covers all aspects of communication

between a user and the Management Support Systems (MSS).It includes not only the

hardware and software, but also factors that deal with ease of use, accessibility, and

human-machine interactions. Some MSS expert feel that the user interface is the most

important component because much of the power, flexibility, and ease-of-use

characteristics of MSS are derived from this component. Others state that because the

user sees only the part of MSS, to him or her, the user interface is the system. An

inconvenient user interface is one of the major reasons why manager have not used

computers and quantitative analyses to the extent that these technologies have been

available.

t

;Copyright by Mahidol University

5Nowarat U-bol Literature Review / 46

Management of the User Interface Subsystem

The user interface subsystem is managed by sofrware

called the User Interface Management System (UMS). The LJMS is composed of

several prograrns that provide the capabilities as following:

o Provides graphical user interface

r Accommodates the user with a variety of input

devices

o Presents data with a variety of forrrats and

output devices

o Gives user help capabilities, prompting,

diagnostic and suggestion routines, or any other flexible support

o Provides interactions with the database and the

model base

Stores input and output data

o Provides color graphics, three-dimensional

graphics, and data plotting

o Has windows to allow multiple functions to be

displayed concurrently

o Can support communication among and between

users and builders MSS

o Provides training by examples (guiding user

through the input and modeling process)

o Provides flexibility and adaptiveness so the MSS

can accommodate different problems and technologies.

+

r-Copyright by Mahidol University

tr Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Manag ement) 147

o Interacts in multiple, different dialog sfyles

o Capfures, stores, and analyze dialog usage

(tracking) to improve the dialog system. Tracking by the user is also available.

The UIMS is also known as the dialog generation and

management system.

Figure 2.10 Schematic View of User Interface System (5)

t


lNowarat U-bol Literature Review / 48

The User Interface Process

The user interacts with the computer via an action

language processed via UIMS. In advanced systems, the user interface component

includes a natural language processor or may use standard objects (such as pull-down

menus and button) through a Graphical User Interface (GUI). The LJMS enables the

user to interact with the model management and data management subsystem.

2.7 DBCISION St ppORT SYSTEM TECIINOLOGY (s)

2.7.1 DSS Technology Level and Tools

DSS construction includes three DSS technology levels: DSS primary

tools, special DSS and DSS integrated tools

1) DSS Primary Tools

At the level of DSS technology are the primary tools. These

elements facilitate the development of either a DSS generator or a specific DSS.

Examples of DSS primary tools are programming languages, graphics, editors, query

systems and random number generators.

{


p Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) 149

2) Specific DSS (DSS Apptications)

The final product, or DSS application that actually

accomplishes the work, is called a Specific DSS (SDSS).

3) DSS Integrated Tools

A DSS generator (engine) is an integrated development

software package that provides a set of capabilities to build a specific DSS quickly,

intensively and easily. A popular PC-based generator is Excel. A generator possesses

diverse capabilities rangrng from modeling, report generation, and graphic display to

performing risk analysis. These capabilities are integrated into and easy-to-use

package.

DSS generators are an alternative to the use of several separate,

single-function development software tools. In the latter case, it is necessary to load

each tool and the same data files into the computer each time a tool is used.

Sometimes standalone packages cannot import or export data files created by other

tools. The DSS generators that are integrated package have solved these problems by

allowing the user to work with variety of tools that use standardized commands and

allow shifting among various tools (in a manner similar to call waiting in a

telephone). For example, data can pass from a database to a spreadsheet easily. The

integration of several tools into one allows a user to follow a natural thought process.

*


t

Norvarat U-bol Literature Review / 50

The following tools are typical "raw materiars'; for integrated package:

. Spreadsheet

o Data management

o Word processing

o Communication

Graphics

Calendar (time management)

Desk management

Project management

A popular integrated package, Lotus l-2-3, includes three

major components: spreadsheet, graphic and database management. Recognizing the

deficiencies of standalone packages, some software vendors offer both integrated

packages and individual tools. For example, although Mcrosoft offers database

management capability and graphics in its Excel producl it also offers specialized

tools such as Access and PowerPoint. It is still possible to purchase individual tools,

but most people do not.


t

Fac. Of Grad. Stuides, Mahiot Univ. M.Sc.(Tech. of Info. Sys. Management) /51

To increase functionality, vendors offer another level of

integration, creating and integrated office suite that includes several application

package components. Microsoft office includes Excel, powerpoin! wor( and

Access. Integrated package, such as Mcrosoft OfEce, Lotus SmartSuite, and Perfect

Office have been continuously improving. They have reached the point where each

component is a high-quality standalone producl

In mid-1990s, each vendor provided Web hooks: the ability to

generate and read automatic Hypertext Markup Language (I{Itvfl,) documents from

exist'ng files within applications. Thqse provide for easy GIII interfaces with specific

DSS and ES deployed over the Web.

zJZ Relationships Among the Three Levels

The relationships among the three levels are presented in Figure 8.6.

The DSS primary tools are used to construct generators, which in turn are used to

constnrctspecific DSS. However, primary tools can also be used directly to construct

.specific DSS. In addition, there may be simpler tools for consructing more

complicated tools.

The use of DSS generators or integrated suites is extremely helpful in

constructing specific DSS and enabling them to adapt quickly to changes. Using

generators can save a significant amount of time and money, thus making a DSS

financially feasible. Constructing DSS with only primary tools can be a very lengthy

and expensive proposition, especially if the primary tools themselves must be+Copyright by Mahidol University

t Nowarat U_bol

Literature Review / 52

developed. Although most of the early DSS were developed without generators, the

opposite is true today.

2.73 Significance

The classification of technology levels is important not only for

understanding the construction of DSS (and also ES) but also for developing a

framework for their use. A field study revealed that DSS generators and tools are

exremely useful for end-user, even for senior manalers.

2.7.4 Selection of DSS Development Tools

A large number of DSS tools are commercially available at prices that

) range from hundreds to hundreds of thousands of dollars. Some of the software has

been created for personal computers, whereas other software prograrr1i are available

only for RISC workstations or mainframes.

Specific DSS

DSS generators

DSS tools

'F

Figure 2.11 DSS Technology Levels (5)


-tFac. of Grad. stuides, Mahiol univ. M.Sc.(Tech. of Info. sys. Managemenr) / 53

Several interrelated questions must be answered by an organization intending

to use DSS tools; which tools to use, which hardware to run it on, which operating

system to use, and which network to run it on.

l) Mainframe DSS Software

Mainframe DSS Software costs between $30,000 and $300,000 and

has several powerful capabilities.

2) PC DSS Software

Several vendors offer pC versions of their mainframe products at a

considerably lower price. Other vendors offer only PC-base tools. With the increased

capabilities of PCs and the improvement of the PC+o-mainframe connections, clearly

more PC-DSS, most of which are Windows-based, are being developed.

* 3) Softu,are selection

Selection the tools or generator is a complex process for the following

reasons:

o At the time of the selection, DSS inforuration requirements and

outputs are not completely known.

o There are hundreds of software packages on the market.

o The software package are changing very rapidly (especially for

PCs).

o price change are frequent

o several people may be involved in the evaluation team.

o One language may be used in the construction of several DSS.

Thus, the required capabilities of the tools may change from one application to

- another.


{rNowarat U-bol Literature Review / 54

o The selection decision involves dozen of criteria against which

competing packages are compared. Several criteria are intangible; others are in direct

conflict with each other.

Technical, functional, end-user, managerial issues are all

considered.

o Commercially available evaluations conducted by companies

such as Data Decisions, Data Pro, and Software Digest Inc., and the buyer's guides of

journals such as PC Week and InfoSystems, are subjective and often superficial,

especially for tools that are also used for non-DSS applications,

o The desirability to stay with a few vendors and the

nonavailability of clienUserver open system environments that allow mixing and

Imatching products from multiple vendors must be considered.

2,1.5 Selection of DSS Generator

When an organization has a DSS generator, it is likely that this

generator will be the one selected for DSS generators. However, firms do not

necessarily use only one generator. Some DiS generators are better for certain types

of applications than others. Thus, organizations use several generators and may need

to purchase a new DSS generator at times.


*

Fac. Of Grad. Stuides, Mahiol Univ. M.Sc.CIech. of Info. Sys. Management) / 55

2.8 CONCEPTS rN MULTTOBJECTTVE CHOTCE (11)

The general problem is that of making a choice among alternatives which have

consequences measured by more than one attributes. Problem with multiple objectives

may involve a variety of atributes. Table 2.3 shows three example problems with

diverse attributes. The nature of attributes may also vary. They may be objectively

measured scores, objective indexes, or assignments of direct preference.

Table 2.3 Example Seh of Athibutes (11)

Choosing a home Promoting a product Medical treahent

Zt=

h=

74=

7-4=

Zs=

k=

Price

Location

Size

Architecture

Condition

Neighborhood

Cost

Market share

Goodwill

Cost

Days of discomfort

Time until relapse

Assume that the homebuyer has settled on three objectives for discussion

purposes: to minimize the cost of the purchase, to maximize the size of the home, and

to maximize the quality of the neighborhood. The relevant attributes of any

prospective house are then Price, Size, and Quality of the Neighborhood. Natural

objective measures (dollars and square feet of interior space) will be used for the first

two attributes, while the last is a direct preference assessment. Thus Quality of

Neighborhood is scored from 0 (worst possible neighborhood in the city) to 100 (bestI


U


possible). There are various stages of analysis of the general multiobjective problem

as follows:

1) Eliminationby Aspects

Sometime it is easy to eliminate some alternatives. A process that

many of us use to pare down the list of options has been labeled elimination by

aspects in this process, alternatives are excluded because of some undesirable aspects.

For example, the home buyer may drop a prospective home because of its adobe

construction or because it just does not look right on the lot. It usually makes sense to

carry out this elimination process before scoring alternatives on the attributes.

2) Dominance

After alternatives are scored on all attributes, it may be apparent that

one (or several) alternatives are inferior to some other alternatives with respect to

every atEibute. Then without question the alternative may be dropped from

consideration.

Dominancer if the alternative I is at least as desirable as alternative J

on all attibutes and more desirable on at least one attributes, then alternative J is

dominated by I.

i


]

Fac. Of Grad. Stuides, Matriol Univ. M.Sc.(Tech. of Info. Sys. Managemenr) /57

Table 2.4 shows the attribute scores for four homes being considered

by the home buyer. The home on Antrium street (A), for example, has a higher price,

small size, and worse neighborhood ttran the Brookmere Road home @). thus A is

dominated by B and can be dismissed. The home on canterbury Lane (c), on the

other hand, has a better price than (B) and (A), even ttrough it is smaner than the

others. Therefore, C is not dominated, Neither is the home on Downfield Avenue.

Table 2.4 Affribute Scores for Four Homes (11)

The nondominated alternatives then are B, C, and D. Nondominated

alternative are often referred to as the fficient set or the admissible set of altematives.

Antium Street (A)

Brookmere Road (B)

Canterbury Lane (C)

Downfield Avenue @)

89,000

82,000

70,000

95,000

2800

3600

2600

3650

75

85

85

60

$Copyright by Mahidol University

NowaratU-bol Literature Review / 58

3) The l*xicographic Rule

The lexicographic rule works like a rule for deterrrining alphabetical

order, from which it derives its name (a lexicon is a dictionary). First, alternatives are

rank-ordered according to their scores on a most-important attribute. If the

alternatives tie on this attribute, they are rank-ordered using a second attribute, then a

third, pnd so on, until all ties are broken.

The decision maker pre-specifies the order in which attributes are

used to rank the alternatives. As an example, assume that the home buyer first uses

Quality of Neighborhood, then Price, and at least Size to order homes

lexicographically.Using Quality of Neighborhood, there is a tie betrveen B and C. this

U de is broken using price in favor of C. thus the lexicographic ranking would be C>B>

A>D.

The lexicographic procedure is easy to use since the decision-maker

specifies only the order in which the attributes are to be considered. Unfornrnately,

the rule is often inadequate because it does not fully consider every atribute. Only

one atffibute is used unless there is a tie.

4) Satisficing

A "satisficing" rule is often used by decision-makers. Decision-

makers searches until finding an alternative that exceeds some aspiration level on

each attribute. Like the efficient set, there may be more than one satisficing

alternative, but unlike the efficient set, there may be none.sCopyright by Mahidol University

f


The satisficing approach can be used in conjunction with the

lexicographic procedure. Thus the decision maker has an aspiration level in mind for

the most important attribute. For any alternatives that exceed this aspiration level, the

next most important athibutes is considered. For any alternatives that are at or above

the aspiration level for the second most important attribute, another attribute will be

cal[ed into consideration, and so on.

As an example of this suppose that the home buyer consider Quatity

of Neighborhood most important and has an aspiration level of 70. Price is next most

important with an aspiration level of $85,000 (remember lower prices are better).

Finally, the aspiration level on Size is 3,000 square feet. The lexicographic procedures

with an aspiration level would, on the basis of Quality of Neighborhood, gives three

satisficing alternatives: A, B, and C. A would have an unsatisfactory Price, leaving B

and c. only B could satisfice on size. Thus B would be the favored home.

Neither the lexicographic nor satisficing approaches allow

consideration of the compensating effect of attributes. In other words, a superior

performance on one attribute in (such as Size) not compensate for a poor performance

on another attributes (such as Price).

Because these rules are sirnple to use, they have their place in

practice. However, more robust methods are needed to capture the compensating

effects of one attribute for another.


I Nowarat U-bol Literature Review / 60

5) Rate andWeight: LinearAdditive Scoring Rules

The simplest decision rule that allows high scores on one attribute to

compensate for lower scores on the other attributes uses ratings and weightings.

Ratings are scores for alternative themselves the process is outlined as follows:

(1) Rate the alternatives on each attribute:

rij = rating of alternative I on attribute j

The different types of quantities that might be used as athibutes.

One majortype are those that can be objectively measured, such as price and Size in

the home buyer's choice. With these quantities, the units are unambiguous, for

example dollar and square feet.

Subjective measures generally have their own specffic scale. For

example, an air quality index might be measured on a scale from I to l0; a student

may be graded on a scale of A, B, c, D and F. when subjective attributes, such as

there are used, it is necessary to convert rating into numerical scores. In the rate and

weight process, these ratings will be used eventually as measures of desirability; thus

the numerical scores should reflect value.

sometimes there is neither an objective measure nor an

appropriate scale for a subjective measure. In such cases it is appropriate to rate

alternatives by direct preference measurement. Then the attribute is scored on a scale

of 0 to 100, as was done for Quality of Neighborhood for the home buyer example.

There are two common ways in which the decision-maker may define 0 and 100.

lt


aFac. Of Grad. Stuides, Mahiol Univ. M.Sc.(Tech. of Info. Sys. Management) / 6l

o Predefined range. Set upper and lower limits for the

attribute such no alternative would ever be considered that had an attribute rating

outside 'rtrese limits. Assign the rating 0 to least desirable end of the interval, which

may be the upper limit when more of the attribute is less preferred. The most desirable

end of the interval is given the rating 100.

I . Range defined by alternatives. If the set of alternatives

to be consider is complete (no new alternatives are yet to be identified), find the worst

and the best alternatives with respect to the attribute and give them ratings of 0 and

100, respectively.

(2) Weigh the relative importance of each attribute:

ine of attribute

The weight associated with the attributes indicate their

importance in the decision. Only relative weight matter; weight of 1,2, and 3 assign

to the attributes Price, Size, and Quality of Neighborhood.

Weights are often obtained in practice simply by asking the

decision maker to assign number for each attribute on the basis of its importance.

D


a Nowaratu-bol Literature Review / 62

(3) score the alternatives using the sum of the weights multiplied

by rates:

Vi = Wtfit *WZtiZ+ ... + Wmfim

Where alternatives are ranked according to:

(l)

Vi = value assigned to alternative i

I

The comparison of the home buyer's alternatives by rate and weight

can now be completed. The value score for each house could be calculated using

V = _.001 x price +.06 * Size + 1.9 *. euality of neighborhood

which conforms to Equation (l) above using the weights that had

been assessed.

The results of using Equation (1) to evaluate each home (Table 2.5)

indicate that the ranking would be B>D>C>A. In the table, separate weight times rate

scores are evaluated for each attribute for each alternatives.



Table 2.5 Rate and Weight Result for Possible llome (11)

i?

llome

Price

($ooo1

Size, sq. fL Quality of

Neighborhood

Total

Amount w*r Amount w*r Amount w*r V score

A

B

C

D

88 -88

82 -82

70 -70

95 -95

2800 168

3600 216

2600 156

3650 2l

75 75

85 85

85 85

60 60

155

219

17r

184

62G\a

kryc

G


Nowarat U-bol Materials and Methods / 64

CHAPTER III

MATERIALS AND METHODS

This chapter explains the research tools, and steps and research methodology of this

study.

I

3.1. RESEARCH TOOLS

3.1.1 Hardware

To develop a decision support system for short-listing potential

candidates in recruitment process, microcomputer whose minimum specification as

the following is required.

CPU

RAM

Hard Disk

Monitor

Peripherals

Intel Pentium compatible

At least 32NIB

At least 3 GB

15" Super VGA Monitor

Keyboard, Mouse pointer, Scanner,

and Laser Printer

I


Fac. of Grad. studies, Mahidol Univ. M.Sc.(Tech of Info. Sys. Management) / 65

3.1,2 Software

The software used to develop a decision support system for short

listing potential candidates in recruitment process is as follows:-

operating sysrem : Microsoft window 95 or 98 Thai Edition

I epptcation Tool : Microsoft Visual Basic 6.

DBMS : Microsoft Access

Diagram Development Visio v. 5

Photo Edition : Adobe photoshop


I

Nowarat U-bol Materials and Methods / 66

3.2 STEPS AND RESEARCH METHODOLOGY

Due to the semistructured or unstructured nature of problems addressed by

decision support system, the needs for information may be unclear. Subsequently,

most DSS are developed by prototyping process. The prototyping process as a

disram below is applied for this study.

Planning: Needs assessmeng problem diagnosis,

and objectives of DSS

Researchz How to address user needs? What

rcsources are available? The DSS environment

Analysis: What is the best development approach?

What are the necessary resources?

Design problem

processing system

(model base)

Construction: Putting together ttre DSS, test

Implementation: Testing and evaluation

M aint enanc e and D o cument at i o n

Figure 3.1 Phase in Building a Decision Support SystemCopyright by Mahidol University

Fac. Of Grad. Studies, Mahidol Univ. M.Sc.(Tech of Info. Sys. Management) 167

3.2.1 Planning

Planning deals mainly with need assessment and problem diagnosis.

Here the objective and goal of decision support are defined. A crucial step in the

planning effort is determining the key decisions to be supported by DSS.

I

3.2.2 Research

This phase involves the identification of a relevant approach for

addressing user needs and available resources (hardware, software, system, studies or

related experiences in other organization, and reveal ofrelevant research).

3.23 System Analysis and Conceptual Design

This phase includes the determination of the best construction

approach and specific resources required to implement it, including technical,

financial, and resources.

3,2.4 Design

The detailed specification of the system components, sfircture and

features are determined. The design can be divided into four parts corresponding to

the major components of a DSS, as follows: Design problem processing system

(model base), Design DSS database and Design user interface.

:

L-


I Nowarat U-bol Materials and Methods / 68

3.2.5 Construction

DSS can be constructed in different ways depending on the design

philosophy and the tool being used. The construction is the technical implementation

of the design. As the system is constucted, it is tested continuously and improved.

3.2.61 Implementation

The implementation phase consists of the following tas}s: testing and

evaluation. These tasks are performed simultaneously.

Testing.In this phase, data on the system outputs are collected

and compared against the design specifications.

Evaluation During this phase, the implemented system is$

evaluated to see how well it meets users' need. Technical and organizational loose

ends are also identified. Evaluation is particularly difficult with a DSS because the

system is continuously being modified or expanded, and therefore does not have

neatly defined completion dates or standards for comparison. Testing and evaluation

usually result in changes in the design and construction. The process is cyclic, and

also repeats several time. A small Intanet computer network room will be established

at Faculty of Engineering, Mahidol University for evaluating the application.

3.2,7 Maintenance and Documentation

Maintenance involves planning for ongoing support of the system and

its user community. Proper documentation for using and maintain the system is also

developed. And concluding the result of this research and give some advices in

tt research document.


I Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) t 69

CHAPTER TV

RESULTS

This chapter describes system analysis and design, data flow, database

analysis and design, model analysis and design, decision support system for short

listing potential cpndidates, and system evaluation.

SYSTEM ANALYSE AND DESIGN

4.1.1 System Analysis

Decision support system for short listing potential candidates in

recruifinent process is the tool to help recruifinent officers do short listing more

effrciently. Since the system is developed by taking into consideration users'

requirement, it not only well fulfills users' need but also enables timely and

conveniently shon listing procedure.

To short list potential candidates in recnriEnent process, the following

factors are taken into consideration:-

I Position candidates applied

2 Education degree of candidates

3 Field of study of candidates

4 Major of study of candidates

5 English proficiency of candidates

6 Computer skill of candidates

4.1

{Copyright by Mahidol University

rl"

Nowarat U-bol Results / 70

7 Direct experience of candidates

8 Age of candidates

9 Sex ofcandidates

The aforementioned factors can be categorized into principle factors and

alternative factors. 1

'" Principle factors are the factors that the candidates, to be selected, must

exactly match the requirement, and in short listing process they include positions

candidates applied, education degree of candidate, field of study of candidates, major

of study of candidates, and age of candidates.

I Position applied

Valid positions available for interested candidates to apply for office

staffinclude 50 positions as follows:-

, Assistant

, Assistant Chief

, Assistant Designer

, Assistant Engineer

, Assistant Manager

, AssistantMerchandiser

Assistant Patterner

Assistant Section Manager

Bill Collector

Cashier


I Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) I 7 |

. Clerk

. Computer Operator

. Coordinator

. Decorator

. Delivery Man

r Dep3rtment Head

. Designer

. Disffict Supervisor

. Draftman

. Driver

. Electrician

. Engineer

. Executive

. Executive Secretary

. Graphic Designer

. Interior Designer

. Junior Merchandiser

. JuniorPlanner

. Line Engineer

. Manager

. Merchandiser

. Messenger

. Officer

. Patterner

t


Nowarat U-bol

Planner

Programmer

Secretary

Section Manager

Senior Cashier

Senior Clerkl

Senior Decorator

Senior Electrician

Senior Merchandiser

Senior Planner

Senior Secretary

Senior Supervisor

Senior SystemAnalyst

Senior System Operator

. System Analyst and

. System Operator

Each candidate is allowed to apply for not more than 3 positions.

Results / 72t

q

ICopyright by Mahidol University

I

Fac. of Grad. Studies, Mahidol Univ. M..sc.(Tech. of Info.Sys.Managemen r) t 73

2 Education degree

Valid education degrees for interested candidates who apply for office

staffare as follows:-

. Vocational certificate

. Fligh vocational certificate

. Diploma I

. Bachelor's degree

i Post graduate diploma

. Master's degree and

. Doctoral degree

3 Field of study

Valid fields of study for interested candidates who apply for of6ce

staffare as the following:-

. Agdcultural Extension and Cooperatives

. Agdculture

. fuchitecture

. Arts

. BusinessAdministration

. Communication Arts

. Demography

. Dentistry

. DevelopmentEconomics

. Economicst Copyright by Mahidol University

Nowarat U-bolI Resuls / 74

il

. Education

. Engineering

. Fine and Applied Arts

. Fine Arts

. Home Economics

. Housing Development

. Law

. Medicine

. Nursing

. Pharmacy

. Political Science

. Psychology

. Public Health

. Science

. Social Development

. Statistic

. Teaching

. Textile and Clothing

. Tropical Medicine

. Veterinary

. Other

and


Fac. of Grad. studies, Mahidol Univ. M..sc.(Tech. of Info.Sys.Management) t 7s

4 Major of study

Major of study of interested candidates who apply for office staff are

such majors as:-

. Accounting

o Botany

. Chemical Engineering I

. Developmentalpsychology

. Economics

. Family and Social Development

. Geology

. Health Economics

. Imaging and Printing Technology

. Journalism

. Korean

. LabourRelations and Development

. Mental Health and Psychiatric Nursing

. NuclearTechnology

. Occupational Health and Safety

. painting

. Religious Studies

. Sports Science

. Technology of Information System Management

. Urban Planning

o Western Music


a [owarat U-bolResults / 76

. Zoology

5 Age

Valid ages of interested candidates who apply for office staff are at

least 18 years old through not more than 50 years old.

I

Meanwhile, in addition to the aforementioned principle factors, alternative

factors are significant to short list potential candidates in recruitment process. The

candidates will be scored in line with their qualifications.

Altemative factors in short listing process include English proficiency,

t computer skills, direct experience, and sex.

1 English proficiency

English proficiency can be categorized into four aspects as follows:-

Understanding

Reading

. Speaking

. Writing

Meanwhile, proficiency is separated into three level of command.

. Good

. Fair

. Poor


{

Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemen t) I 77

Computer skills

Computer skill can be summarized as the following:-

. Mcrosoft Windows

. Microsoft Word

. Mcrosoft Excel

. Microsoft Access

. Microsoft Power Point

. Internet

. Graphic

. Visual Basic

. Visual Foxpro

. Other

3 Direct experience

Direct experience is the experience directly involved with the first

position interested candidates apply for office staff, for example, direct experience for

the position of Executive Secretary is to be an Executive Secretary for certain time,

not to be a Secretary or Coordinator.

This direct experience is summarized as a number of years the

candidates have been worked as, for example, 2 yearc. In case the number of years

is not a complete full year, for example, 2 years 5 months or 2 years 7 months, the

number will be adjusted to a complete year in line with a number of months. In otherCopyright by Mahidol University

t Nowarat U-bol Results / 78

word, if a number of months is less than 6,

counted as 1 year if the number is 6 and more.

it will be calculated as 0 year, while

Sex

Sex of candidates can be divided as follows:-

. Female

. Male

Based on this study, recruihent officers' decision to short list potential

candidates is Multiple Goal Decision-Making. In the other word, the officers must

take into consideration many factors to select the potential candidate.s who highly

fulfill their requirements. However, it must be realized that the reported potential

candidates may not be suitable for particular user needs.

From the aforementioned information, the researcher realizes that suitable

evaluation system for short listing potential candidates in recruifinent process posses

two characters including Sequential Elimination by Conjunctive Conshaints (or

Elimination by Aspects) and weighting Method (orRate and weight).

The Sequential Elimination by Conjunctive Constraints (or Elimination by

Aspects) is an approach that gets rid of candidates whose qualifications do not match

mandatory qualifications. That is, the candidates must satisfy principal factors and

then pass the examination. Meanwhile, the Weighting Method (or Rate and Weight)

is an approach to weight each factor based on specified priority.

t


*Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) t 79

In conclusion, Decision Support System for short listing potential candidates

in the recntitment process uses Multiple Goal Decision-Making as decision theory

while uses Sequential Elimination by Conjunctive Consfraints and Weighting

Method as evaluation approaches.

{


J Nowarat U-bol Results / 80

4.1.2 System Design

After understanding factors in system decision and evaluation

approaches, the next process is system design as follows:_

4.1,2,1 Design the function system

Decision support system for short listing potential

candidates in recruitment process not only provides some information but also

analyzes the database for users. Consequently, function system is categorized as

follows:

Decision Support System process function

Database management function

4.1.2.2 Design each step of function systems

1) Decision support system process function

To cope with different officers' need, decision

support system for short listing potential candidates in recruitment process is designed

by using Sequential Elimination by Coniunctive Constraints approach as the principal

alternatives evaluation to select the candidates to fit officers' need. After that, the

system provides opportunities for the ofEcers to weigh each factor used in decision

making through Weighting Method.

{

1)

2)


tFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / 8l

For the system to select the most suitable candidates for recruitment

personnel, Possible Potential Solution, the process as figure below is implemented.

s

Lists and details ofpotential candidatesawarded high scores

Field of studyfrom officers' input

Major of studyfrom offrcers' input

Calculating total scores ofinterested candidates

Weight of factorsfrom officers' input

Figure 4.1 Decision Support System Process FunctionCopyright by Mahidol University

I Nowaratu-bol Results / 82

2) Database management function

Database management function will allow

recruiment officers to manage the dabbase as follows:

. To add new data

. . To delete data

. To update data

. To retrieve data

!Copyright by Mahidol University

t Fac. Of Grad. Studias, Matridol Univ. M..Sc.(Tech. of Info.Sys.Managemeng / g3

4.2 DATA FLOW DIAGRAMS

Data flow diagrams for Decision Support System for short listing potential

candidates in recruitrnent process are as the following.

Requisitlon RecrultmentRecruitment Heports

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Get & Verify Data

Personal Data Personal Dala

Data EntryProcess

Personal Data

GenerateReports

t Figure 43 DFD Level I

t

(rtEoCLot,5ooIE

Get & Verily Data

Personal Database

Personal Data

GenerateResumeReports

ResumeResume Reports

Figure 4.4 DFD Level2


?

Fac. of Grad. studies, Mahidol univ. M..Sc.(Tech. of Info.Sys.Managemen0 / g5

4.3 DATABASE ANALYSIS AND DESIGN

Database is a principal part of Decision Support System that comprises of

database serving its purpose; model's calculation, and a way of using output data for

user needs.

Input of the database is designed mainly based on an existing job application

form of a model organization while such factor as computer skill is altered to be more

up-to-date.

4.3.1 Entity-Relationship Model

Entity-Relationship Model @-R Model) is used as a tool for effrciently

database analysis and desigu for decision support system for short listing potential

candidates in recruiment process.

After studying and completing data analysis, lists of entities are as

follows:-

. Personal

. Family

. Family data

. Nation

. Education

. Education level

. Education degreeI Copyright by Mahidol University

Nowarat U-bolI Results / 86

. Education field

. Education major

. Language

. Language knowledge

. Computer

. Computerknowledge

o Equipment skill

o Equipment skill knowledge

. Experience

. Training

. Province

. Position

. Position applied

. DSS Mark

. Operator


tFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) I 87

T

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Figure 4.5 Entity-Relationship diagram of candidates database


Nowarat U-bolt Results / 88

4.3.2 Data Dictionary of Candidates Database

Data dictionary of candidates databases is as follows:-

Field Name Type Size Description

1 id_code Text 13 ID code ofcandidate

2 id issued_date Date/Time. 8 Issued date ofID card

3 id_expired_date Dateflimd 8 Expired date of ID card

4 id-issued_place Text 50 Issued place ofID card

5 pass_port , Text 10 Passport number

6 pass_issued_date Date/Time 8 Issued date ofpassport

7 pass_expired_date Date/Iime 8 Expired date of passport

8 pass issued_place Text 50 Issued place of passport

9 tax_card_no Text 15 Tax ID number

10 social-card_no Text 15 Social Security ID number

11 sex Text 1 Sex

t2 thai-prefix_name Text 60 Prefix to Thai first name

13 thai_first_name Text 60 First name in Thai

,,4 thai-last_name Text 60 Last narne in Thai

15 enaprefix-name Text 60 Prefix to first name in English

t6 engfirst_name Text 60 First name in English

t7 eng-last_name Text 60 Last name in English

18 birth_date Date/Iime 8 Birthdate

L9 heigh Number (Integer) 2 Height

20 weigh Number (Integer) 2 Weight

2t blood-group Text 2 Blood group

22 present_address Text 50 Home number of present addresj

23 present_sub_district Text 60 Subdistrict of present address

24 present-district Text 60 District of present address

25 present_province Text 60 Province of present addressCopyright by Mahidol University

t Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / g9

Field Name Type Size Description26 present_zipcode Text 5 Zipcode of present address

27 present_tel Text 20 Telephone number of prxent aF28 present_fax Text 20 Fax number ofpresent address

29 home_address Text 50 Home no of hometown

30 home_sub-disrict Text 60 Subdisrict of hometown31 home_disEict Text 60 District of hometown

32 home_province Text 60 Province of hometown

33 home_postal , Text 5 Zpcode of hometown

34 home-tel Text 20 Telephone of hometown

35 home_fax Text 20 Fax of hometown

36 nation Text 50 Nationality of candidate

37 race Text 50 Race of candidate

38 religion Text 20 Religion of candidate

39 marital-status Text I Marital status of candidate

40 married Text 50 Madtal certificate of candidate

4t emergency_name Text 150 Name for emergency contact

a emergency_add Text 50 Address for emergency contact

43 emergency_tel Text 20 Telephone for emergency contact

M military_status Text I Marital status of male candidate

45 military_recruigear Text 4 Year of military recruitrnent

46 max_educate Text I Highest edusation of candidate

47 pic-path Text 50 Picture of candidate


I\-{owarat U-bolResults / 90

Field Name Type Sizet

DescriptionI id_code Text t3 ID code of candidate2 family_seqence Number (nteger) 2 Family sequence

3 family_relative Text 2 Family relation4 family_name Text 150 Name of family member5 family_age Number (krteeer) 2

fee of

family member

6 family_occupation Text 50 Occupation of family member7 family-address Text 150 Address of family memberI family_tel Texf 20 Telephone of family member

l

Field Name TJpe Size DescriptlonI id_code Text 13 ID code ofcandidate2 Ievel Text 2 Education level3 seqence Number (Integer) 2 Sequence ofeducation4 field-code Text 2 Field of study

5 major-code Text 4 Major of study

6 degree-code Text 2 Eclucation degree

7 grade Text 5 Grade point average

8 institute Text 50 Name of institution9 place Text 150 Place of institution10 year Text 50 Year graduatedCopyright by Mahidol University

a Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gl

Code of field of study

Code of major of study

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Field Name Type Size Description1 Ianguage_code Text 2 Code of language

2 language-description Text 50 Language description


Nowarat U-bolResults / 92


I id-code Text l3 ID Code of candidate

2 Ianguage_sequence Number (Integer) 2 Language sequence

3 language_code Text 2 Language code

4 understanding Text I Understanding skill5 speaking Text I Speaking skill --r6 reading Text I Reading skill7 writing Text 1 Writing skill

;


I id_code Text 13 ID code of candidate

2 computer_seqence Number (Integer) 2 Computer sequence

3 computer_code Text 2 Computer code

4 computer_desc Text 50 Computer description

Type of equipment skill

frCopyright by Mahidol University

Fac. Of Grad" Studies, Mahidol Univ. M..Sc.(Iech. of Info.Sys.Managemenr) I 93

fi;

Field Nme Type Size Description

1 id-code Text t3 ID code of candidate

2 training_sequence Number (Integer) 2 Training sequence

3 Traininasubject Text 150 Training subject

4 Institute Text 150 Training institution

5 Course-period Text 50 Training duration

6 Certificate Text t20 Certificate granted

iCopyright by Mahidol University

Nowarat U-bol Resulrc / 94

Field Name IYpe Stze Description

I id-code Text t3 ID code of candidate

2 Seq-Position Number (Integer) 2 Position sequence

3 position-code Text 3 Position code

4 Salary Number (Lone) 4 Salary

s


I id-code Text t3 ID code of candidate

2 EngMark Number (Long) 4 Mark for English proficiency

3 ComIVIark Number (Long) 4 Mark for computer skill

4 ExpMark Number (Lone) 4 Mark for direct experience

5 SexMark Number (Long) 4 Mark for sex

6 Mark Number (Long) 4 Total score


e Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gs

il

eCopyright by Mahidol University

Nowarat U-bolResults / 96

4.4 MODEL ANALYSIS AND DESIGN

Taking into consideration that decision support system for short listing

potential candidates in recruifinent process reports lists and resumes of potential

candidates highly suitable for users' need, the alternatives; the highest score is the

best alternative.

Applied from Bidgoli' s Rate and Weight Decision Rules, the Rate and Weight

Decision Rules model for short listing potential candidates in the recnrifinent process

has the following variables and form:

v candiaate = w Engtirhp.frciency (f engishFoRciency) + w ****, (t *rn

W Directexperirno (l DirecrexperieacJ + W s.x (r srr, )

V candirlare = scores of some candidates (some alternatives) having in database

W = principle weight which ofEcers use to short list potential candidates

W sncrirr,proficiency = principle weight officers use to select English proficiency

\M computerskir = principle weight officers use to select computer skill

W Directexperience = principle weight officers use to select direct experience

W sr* = principle weight officers use to select sex


Fac. Of Grad. Srudies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemen t) t 97

f English proliciency

f Computer skill

f oirect experience

f sex

points of each alternative factor based on calculation outcome

in line with officers' input

points of English proficiency

points of computer skill

points of direct experience

points of sex

Calculation of points of altemative factorc for short listing potential candidates

in recruitment process,

1. Calculation of points of English profrciency

The process to calculate poins of English proficiency is as follows:-

f English pmficiency =

f Undqstanding =

rspearing =

f writing =

f Resding =

f Understandinglf lpeating* f wrirtuc + r Readiinc

points for command of understanding English

points for command of speaking English

points for command of writing English

points for command of reading English


a Nowarat U-bol Results / 98

1.1 Calculation of r gn6..s6ding, f speaking, r w;tin& f Reading

Command is categorized into 3 levels as follows:-

Good

Fair

Poor

Good command is the best and it is certainly better than fair and poor

command.

Fair command is better than poor command.

In the case candidates' command is at lower level than

required, 0 point is given.

l 5 points r* uuo**o

case candidates' command is at same level as required'

o ln the case candidates' command is at better level than

required, 10 points are awarded.

certain English command that is not identified will get no point.

1.2 Plus all r of each command and multiply them by W Engtish proficiency os

the officers' input. The outcome is points of English proficiency of candidates


t Fac. Of Grad. Studies, Matridol Univ. M..Sc.(Tech. of Info.Sys.Management) t gg

Calculation of points of computer skill

The process to calculate points of compurer skill is as follows:-

2.1 Calculation of r sorpu6..1i11

In the case candidates' computer skill is not as required, 0 point

is given.

o [a the case candidates' computer skill is as required, 5 points

are allocated.

points *" u**ru.

In the case candidates' computer skill is better than required' r0

For example, in the case candidate is required to be able to run

Microsoft Windows, Microsoft Word, Microsoft Access and Microsoft power point,

he or she who can operate exacfly all of such required applications will get 5 points.

Meanwhile, he or she who cannot operate all of such required applications, though

able to handle other applications as Internet and Graphic, will receive 0 points. On

the other hand, he or she who can not only use all of such required applications but

also other additional applications as Internet and Graphic will receive 10 points.

2.2 Multiply r computer sriu bY W compurcr skil BS the officers' input. The

outcome is points of computer skill of candidates.

,2

I


o Nowarat U-bol Results / 100

Calculation of points of direct experience

The process to calculate points of direct experience is as follou,s:-

3.1 Calculation of r p;,o1"r*ri"no

In the case a number of years of candidates' direct experience

is less than required, 0 point is given.

In the case a number of years of candidates' direct experience

is exactly as required,5 points are allocated.

o fu the case a number ofyears ofcandidates' direct experience

is greater than required, 10 points are awarded.

For example, in the case candidate is required to have 5 years of direct

experience, he or she who has less than 5 years of direct experience will get 0 point.

Meanwhile, he or she who possesses exact 5 years of direct experience will receive 5

points. Furthermore, he or she who owns more than 5 years of direct experience. i.e.

6 years, 10 years, will get l0 points.

3'2 Multiple f Direct experience by W Direct exprien"". The outcome is points of

direct experience.

3

t


a Fac. of Grad. studies, Mahidol univ. M..Sc.(Tech. of Info.sys.Managemen0 / l0l

4 Calculation of points of sex

The process to calculate points of sex is as follows:-

4.1 Calculation of r s.*

In the case sex of candidates is not as required, 0 point is given.

I Io ,h. case no sex is specified or both two sexes are specified, 0

points is as well awarded.

In the case sex of candidates is exactly as required, 10 points

are allocated.

For example, if male is required, candidates who are males well get 10

points for female get 0 points and vice versa.

4.2 Multiple r sexby W so The outcomeis points of sex.


o Nowarat U-bol Results / 102

4.4 DECISION SI.]PPORT SYSTEM FOR SHORT LISTING POTENTIAL

CANDIDATES IN TIIE RECRI.IITMENT PROCESS

The Decision Support System for short listing potential candidates in the

recruitment process is designed by taken into consideration qualifications and

requirements of recruiEnent personnef who are entitled recruiment supervisor and

recruitment officers. In this research, they are referred to as users. The recruifinent

supervisor is airthorized for both system access and database administration while the

recruitment officers are authorized only for system access.

To ensure system security, user name and password will be assigned to each

recnritment personnel and system access is allowed only if correct user names and

password have been entered. As a result, other Human Resources/Personnel saff are

unable to access the system.

Screen design is one of most important part of the system since it allows the

users to connect or interface with the system. Active screens in the decision support

system for short listing potential candidates in the recruitment process are divided as

follows:-

I


I Fec. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / 103

4.4.1 Decision Support System process function

Screens are designed by Microsoft Visual Basic ver. 6 and they are to

communicate between recruifinent personnel and the system.

1 Login

To access the system, the officer must input their user name

I

and password. System access is allowed only if user name and password is correct.

U*el Hame: lnaowarat

Figure 4.6Lo$nScreen

L


I Nowarat U-bol

Main Menu

After getting through login screen,

menu that provides them the opportunity to chose which

run: DSS for Short Listing, Candidates Database, or Exit.

Resuls / lM

the ofEcers will reach main

function they would like to

t

Figure4.7 Main Menu Screen

In the case the officer would like to access Decision support

System for short listing potential candidates in the recnrihent process, he or she just

simply click "DSS for Short Listing" button.

In the case the officer would like to access candidates database,

he or she just simply click "Candidates Database" buffon.

In the case the officer would like to exit the system, he or she

just simply click "Exits" button.

LCopyright by Mahidol University

; ['ac. Of Grad. Studias, Matridol Univ. M..Sc.(Tech. of Info.Sys.Managemenq / 105

3 Decision Support System Form

If "DSS for Short Listing" is selected, Decision Support

System Form is displayed as follows:-

tn06-lrlcrd

3

Figure 4.E Decision Support System Screen

After that, the officer must first input principle qualifications of

desired candidates in terms of :-

. Position applied

. Education Degree

. Field of Study

. MajorofStudy

. Age


INowarat U-bol Results / 106

The screen will remind the officer to specify only one input for

each qualification, i.e. one position applied, one education degree, one field of study,

one major of study, and one range of age.

Dot-down lists are available to facilitate the officer in locating

qualification. Meanwhile, age is also ranged from 18 years old to maximum 50 years

old in line with valid age mentioned before. This is to protect input error in the case

input age is lower than 18 years old or higher then 50 years old.

Comments are also provided at left bottom of the screen to

ensure accuracy and validity of qualification input.

After finishing qualification input for each principle factor, the

officer must then handle alternative factors: i.e. English proficiency, computer skill,

direct experience, and sex. He or she has to identify weight of each factor in terms of

certain percentage while must also realize that a sum of percentage is 100.r

Meanwhile, he or she ought to input data where necessary as the following.

. English proficiency

The officer must indicate level of English command in

terms of good, fair, or poor for understanding, speaking, writing, and reading English.

. Computer skill

The officer must mark computer applications candidates are

required to be capable of where applicable.

)Copyright by Mahidol University

IFac. of Grad. Studies, Mahidol univ. M..sc.(Tech. of Info.sys.Managemenr) I lo7

. Direct experience

The officer must specify a number of years of desired direct

experience.

. Sex

The officer should mark required sex of candidates.

However, he or she is able to mark both sexes or make none if desire.

More importantly, to make search ou@ut more flexible, the officer is

also able to indicate a number of records of candidates who are short listed.

All required input is desigued to fit in only one screen so that the

; officer will have overall view of qualifications input and it is convenient for him or

her to verify the qualifications.


eNowarat U-bol Results / 108

Figure 4.9 depicts a sample of complete Decision Support System

Form

DSS for short listing poteflial Endidate6For each lollowing lactor,please droose onfi on qualificalion

Position applied lexacutiveeeoetaryloffSpecificalion

ege lEl Years,to l5i'l vaare

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Figure 4.9 Complete Decision Support System Screen

After data verification, the officer just simply clicks "search" button to

search for potential candidates whose qualifications satisff the requirements in the

system.

In case the officer would like to return to Main Menu, he or she just

simply click'Main Menu" button.


Fac. Of Grad. Studies, Matridol Univ. M..Sc.(tech. of Info.Sys.Management) I lW

In case the officer would like to make another search, he or she is able

to do so by clicking "Cancel" button to clear existing qualifications and input new as

the new search starts.

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tNowarat U-bol Results / 110

4 Output Screen

Figure 4. 10 Output Screen

Upon "Search" buffon is pressed, the system will process and

finally reports lists of potential candidates who are awarded highest scores as records

required.

In the case certain candidates get equal total scores, the system

will chose the candidates who earn highest scores for the alternative factor weighted

highest, higher, high, and less scores respectively. However, in the case that the

candidates still get equal total scores after going through such priority, grade point

average for required education degree will be used to make a final selection.

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lFac. of Grad. Studies, Mahidol univ. M..Sc.(Tech. of Info.sys.ManagemenQ / lll

In addition, detailed resume of each selected candidate is also

available when "Short Listed Candidate(s)" button is pressed. The officer is also able

to print each resume for further process.

Figure 4.11Resume Report Screen

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4.4.2 Database Management function

For database management function, Microsoft Access 97 forms have

been used for data input. The following are screens for data input.

Figure 4.12 Candidates Database Main Screen

On this main screen, 3 tabs including Position Required, Address, and

Personal Data are available for the officer to input details of certain candidate into the

database.

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IFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / I I 3

Meanwhile, to add details of new candidates, the officer just simply clicks

"Add'button.

To save record, he or she just simply clicks "Save" button

To edit record, he or she just simply clicks *Edit" button

To delete record, he or she just simply clicks "Del" button

To print record, he or she just simply clicks *Print" button

To find record, he or she just simply clicks "Find" button

To exit to main menu, he or she just simply clicks 'Main Menu" button

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Nowarat U-bolI Resuls / 114

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Figure 4.13 Address Screen

To save record, the officerjust simply clicks "Save" button

To edit record, he or she just simply clicks'Edit" button


To print record, he or she just simply clicks *Print'button

To find record, he or she just simply clicks 'Find" button

To exit to main menu, he or she just simply clicks'MainMenu" button


s

Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Management) / l15

Figure 4.14 Personal Data Screen

To save recor4 the officer just simply clicks "Save" button

To edit record, he or she just simply clicks "Edif'button


To print record, he or she just simply clicks "Print" button


To exit to main menu, he or she just simply clicks'Main Menu" button

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rFigure 4.15 Education Screen

To save record, the officer just simply clicks "Save" button

To edit record, he or she just simply clicks "Edit" button




To exit to main menu, he or she just simply clicks "Main Menu" button

To go to previous or next screen, he or she just simply clicks "<{' or '}>"

Results / 116

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Fac. Of Grad. Studies, Matridol Univ. M..Sc.CIech. of Info.Sys.Management) I ll7r}

|?Figure 4.16 ExPerience Screen


To edit recor( he or she just simply clicks "Edit" button

To delete record, he or she just simply clicks "Del" buffon

To print record, he or she just simply clicks *Print" button



To go to previous or next screen, he or she just simply clicks "<d' or '},>"

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Figure 4.17 Special Skilt Screen


To editrecord, he or she just simply clicks *Edit''button


To print record, he or she just simply clicks "Print''button

To find record, he or she just simply clicls'find" button

To exit to main menu, he or she just simply clicks 'Main Menu" button

To go to previous or next screen, he or she just simply clicks "<<" or ')>"

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Fac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.ManagemenD / 119

Figure 4.18 Training Screen







To go to previous screen, he or she just simply clicks "Previous Page" button

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To go to previous screen, he or she just simply clicks "Previous Page"button

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IFac. Of Grad. Studies, Mahidol Univ. M..Sc.(Tech. of Info.Sys.Managemenr) I l2l

Figure 4.20 Family Screen

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To edit record, he or she just simply clicks "Edif' button





To go to previous screen, he or she just simply clicks "Previous Page" button

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tNowarat U-bol Results / 122

4.6 SYSTEM EVALUATION

After development of decision support system for short listing potential

candidates in recruitment process, the system was tested and evaluated by certain

groups as follows:-

. All of 5 recruitrnent personnel as target users

. 15 Personnel officers in other function as general users.

lnterview was a tool to gather their opinions, comments and feedback in terms

of overall system performance, decision support system function and database

function.

Overall system function

l00%o of target users showed their satisfaction towards overall system

performance. In other word, they though the system worked well and much eased

them. They responded that the system facilitated them in searching potential

candidates and appreciated the system facility that can provide also provide resume of

short listed candidates.

90Vo of general users provided feedback that overall system function is

good since it can short list candidates within a short period of time while another 107o

expressed that the system performance is OK.

'r

llrCopyright by Mahidol University

tFac. of Grad. Studies, Mahidol Univ. M..sc.(Tech. of Info.sys.Management) I lz3

2 Decision support system function

907o of target users revealed their appreciation to decision support

system function while another l07o would like the function to provide more

comments and error and error protection messages so that they will always be

reminded and aware.

85Vo of general users reported that the function is interesting and useful

for recruitment function while another 25Vo sudit is quite complicated.

3 Database function

100Vo of target users advised that the database function totally fulfilled

their requirement, i.e. the database can maintain as much information as they want

and it is easy to print the data.

75Vo of general. users responded that this function well kept the

information while another 25Vo expressed that the database maintained too much

candidates' data.


tNowarat U-bol Discussion I 124

CHAPTER V

DISCUSSION

To recruit competent staff is very significant to success of any organization

because human resources are vital assets of the organization. Realizing importance of

such human resources, the Decision Support System for short listing potential

candidates in recnritrnent process is developed to help recruitment personnel

efficiently and effectively short list potential candidates. Meanwhile, the system is

also able to provide users value suggestions suitable or close to users need.

Though the system is evaluated successfully, several topics should be

discussed for further study and ttrey include database management subsystem, model

base, and user interface.

5.1 DATABASEMANAGEMENTST]BSYSIEM

Microsoft Access 97 is selected as a tool for database management system

(DBMS) because of its advantages as follows:-

. Microsoft Access 97 is user-friendly and easy to use. It well fits with

qualifications of target users who are not so competent in database management

. It is convenient to move file because Microsoft Access keeps its

database in only one file. Subsequently, user interface and database can be developed

together on Microsoft Access. However, if preferred, users can split the table from

other objects.

t


IFac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I l2S

. It has objects that facilitate users in application development. For

exurmple, it has Forms, Queries, Report, Macro and Module especially Visual Basic

for Application.

. It is widely used in many departments and in many organizations.

Therefore, system support is very convenient.

. It works well with Microsoft Visual Basic.

However, though possessing several advantages, Microsoft Access 97 has

weakpoints that users should be aware. That is, if the database contains more than

9,999 records, it will take time to reEieve ttre data. Subsequently, it is recommended

that the database be created by Microsoft SQL.

Microsoft SQL will not only provide effective and lengthy data retrieval, it

also provides more reliable system security. As a result it is a cost-effective tool.

To convert the application developed on Microsoft Access 97 to Microsoft

SQL can be accomplished through importing table command while other Microsoft

Access 97 objects as Forms. Queries, and Reports can also be transferred.

t


INowarat U-bol Discussion / 126

5.2 MODEL BASE

The researcher applied two following approaches for the system to help

recruitment officers short list potential candidates.

. Sequential Eliminate by Conjunctive Constraints (or Eliminate by

Aspects)

Through Sequential Eliminate by Conjunctive Constraints (or Eliminate

by Aspects), only candidates who exactly match the criteria will be selected.

Mandatory or principle factors applied with this approach cover position applied,

education degree, field of study, major of study, and age.

. Rate and Weight Decision Rules

Rate and Weight Decision Rules is an approach used to evaluate

alternative factors. That is, candidates who best fit the input criteria will receive

highest scores while other candidates who less fit the criteria will get lower scores

respectively. Alternative factors in this research include English proficiency,

computer skill, direct experience, and sex.

The model provided significant impacts on search results. In other word,

different models lead to different outcomes. The model therefore must be studied

carefully and throughroughly.

t

rE


$Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I 127

5.3 USER INTERFACE

While the database is maintained on Microsoft Access 97, Microsoft Visual

Basic v. 6 is chosen as an application tool to develop user interface as amendment to

source code is quite convenient and it works well with Microsoft Access 97.

Available Microsoft Access 97 object forms are used for interface with the

database since it is easy to use while instnrction is also provided when system

administrators are in doubt.

The system to be user-friendly, comments and tips are provided for users when

* pointing mouse to active arffN.

*


*

Nowarat U-bol Conchrsions and Recommendations / 128

CHAPTER VI

CONCLUSIONS AND RECOMMENDATIONS

This chapter covers conclusions, problems, and recommendations.

6.I CONCLUSIONS

This research is to analyze, design and develop a prototype of Decision

Support System for short listing potential candidates in recruitrnent process. The

system is based on actual recnritment process implemented in one of the World's

leading manufacturer and exporter of lady's underwear in Samuprakarn province and

it suitably satisfied and accomplished users requirements who are recruitment

personnel.

The developed Decision Support System for short listing potential candidates

in recruitment process helps recruitinent officers to timely, effectively, efficiently and

conveniently short list potential candidates. It also allowed transparent process.

Microsoft Access 97 is used as a tool for database management since it is user-

friendly while Microsoft Visual Basic v. 6 is an application tool.

t

fCopyright by Mahidol University

r)Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) I lZ9

Sequential Eliminate by Conjunctive Constraints or Elimination by Aspects is

applied with principle factors including position applied, education degree, field of

study, major of study, and sex. Meanwhile, Rate and weight is an approach used to

evaluate alternative factors covering English proficiency, computer skill, direct

experience and sex.

After processing, the Decision Support System provides lists of short listed

candidates as well as their resume for the officers to carry on further actions.

PROBLEMS

To develop this Decision Support System, the problems as follows were

encountered.

6.2.L Since the database stores pictures of potential candidates, database file

size is large. As a result, to retrieve data in the database is sometimes slow.

6.2.2 Recruitrnent process is somehow complicated and quite sensitive while

it is no limit for candidates qualifications. It is subsequently hard to design the system

to cover all potential cases. As a result, the system may not provide the best solutions

in some cases.

6.2.3 The system should process more efficiently in case certain default

qualifications are provided for certain position. For example, candidates for Secretary

must be female, good at understanding, speaking, reading and writing English, and

t

I|,Copyright by Mahidol University

}Nowarat U-bol Concl:sions and Recommendations / 130

can run Microsoft Word and Microsoft Excel. However, based on actual practice;

such default qualifications are unavailable, the system therefore does not work well as

it is aimed to.

6.2.4 Rate and Weigh approach provides significant impact towards system

output. Though the research already tried her best to develop this Decision Support

System, existing rate and weigh might not be able to general best lists of potential

candidates in some cases.

n

rCopyright by Mahidol University

)Fac. of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Info. Sys. Management) / l3l

6.3 RBCOMMENDATIONS

To further develop the Decision Support System for short listing potential

candidates in recruitment process, the researcher would like to recommend as

follows:-

6.3.1 To speed up data retrieval, database should be created on other

application rather than Microsoft Access. Microsoft SQL is recommended.

6.3.2 In this first development of the systerq potential candidates are

allowed to apply for not more than 3 positions in line with actual practice in the model

organization. It will be better if such candidates are allowed to apply for more

positions to make great use of available data.

6.3.3 In this first development, candidates' direct experience is only

involved with the first position the candidates apply, or the position they would like to

work as most. However, it would be much better if the experience is not limited to

such direct experience. In other word, researchers should find means that enable the

system to consider all experience.

6.3.4 Since data input is very important towards suitable resolution, the

system should have measure to verify the input. For example, in case the candidate is

25 years old but his/trer experience is input at 40 years, this system should prompt an

error message. Likewise, for the decision support form that the officer has to input

3

sCopyright by Mahidol University

iNowarat U-bol Concl.rsions and Recommendations / 132

weight, the system should provide message whether sum of the weight is exactly

l00%o.

6.3.5 To speed up data retrieval, default qualifications should be set up for

possible positions.

6,3.6 H certain candidates are installed as peflnanent employees of the

organization, their record from the database should be able to transfer to employee

database.

6.3.7 To enable multi users and share the system among Soup of companies,

the system should be implemented in the network or on the Internet and allow non-

Personnel staff to access the system. Meanwhile, ssystem administrators should be

other persons than Personnel staff.

6.3.8 In the future, walk in job seekers should be allowed to input their

details into the candidates database.

!

*

L


Fac. Of Grad. Studies. Mahidol Univ. M.Sc. (Tech. of Intb. Sys. Management) / 133

REFERENCES

l. Heneman, H. et all (1983). Personnel/Human Resources Management. United

States of America: Richard D. Irwin,Inc.

2. Floppo, E. (1984). Personnel Manaqement. United States of Amerca:

MCGraw-Hill, Inc.

3. Leap, T. and Crino, M. (1993). Personnel/Human Resource Management,

United States of America: Macmillan Publishing Company

4. Bidgoli, H. (1989). Decision Support Systems. Taiwan: West Publishing

Company.

) 5. Turban, E. (1998). Decision support and expert systems: Manaqement support

system. 5th ed. Singapore: Macmillan Publishing Company.

6. Little, J.D.C. (1970). Models and Manaeers: The Concept of a Decision

Calculus. Management Science, Vol. 16, No. 8

7. Alter, S.L. (1980). Decision Support Sy$tern: Current Practices and

Continuing Challenges. United of America: Addison-Wesley Printing

8. Moore J. H. and M.G. Chang (1980). Design of Decision Support System.

Data Base,Yol.l2,Nos. I and2.

9. Keen, P.G.W. (1980). Adaptive Design for Decision Support System. Dota

base,Yol.12, Nos. I andZ.

10. Bonczek, R.H. et all (1980). The Evolving Roles of Models in Decision

Support Systems. Decision Science, Vol. I l, No. 2

D ll. Bodily, S. E. (1988). Modem Decision Makine: A Guide to modeling with

Decision Support Systems: Singapore: MCGraw-Hill, Inc.


Noward U-bol Appendix Al134

t APPEi\IDX A(ne[udeta€$,lu

APPL]CATION FOH EMPLOYMENT AND PEBSONNEL RECORD CARD

nr:irdrlrnsiruuti.lo:oiolnonolrlfiriGrtutflu::u:r:nl o 16ou n:srn:ondonrrrrilruoorhlnnoiar Iouoiru::o.lnn:run::luluarin:lru uirinr o:rfi uliriluilr:i6orjrrnrr: rirnrnuifn.r onnl{rlriru,-rrir.lruAll Emphrrmmt rtill lre on a prob.rtitrn.rn b.uis of 6 monlhs perird. Plus fill it out all entris completely and accurntely in capiLrl lettcrll t'mplord. thir .rpplic.rti(,n trronrts a p.rrl ol pur pem.rnmt rccord.

| %r1J'Y?9I6I?U9I? / PERSONAL DATA

:tkirflPICTURE

CONFIDENTIAL

$

p

!B-UlUann

Name in English

lll lo8u u rnoDah of Birth

nn1unliln'l:s!rra / Illarit.1l Status

tr lffi," tr ffifl*tr HI" O B,tl,_*

lD C.rrd/Passport &rk No.

u-o::J::il'ro-rg'tiunr6rn#l1'/T.rr Card No.

lfhom kt nnllfy 16 6-s ,r1

rJ:i6n:auni: ,z rnpnLy plrl

e:ruruuo: r-Nt'. of ihlldnn

2.

3.

o:nnrnruti lu !{.fl./To be rcsuited in the year_-_-.-..d:va-6nr:6nur,/ EDUCATToN BACKGRouND

,:OUN1:f,NUlLerrl

!0ntnuun1:fln!r1lEtitute

iln1uYtoitPlae

UINUYear

?6IDecree

??'llAnM.rjor Subjrt

rJ::nu6nEr Priman

n-ruufinuroouoiu Saondary

u"suu;inurnouilsru I ligh schurl

ar6::6nur Vrratiohal

2mtnau Collcge

uyt.t2?1u'lnu Unirenity

auJ Othes

Nl:?NAU5il,/TRAINING BACKGROUNDCopyright by Mahidol University

{t

Fac. ofGrad. Studies. Ivlahidol Univ. M.Sc. (Tech. oflnfo. Sys. Management) I 135

i d ooI A: O.l tU 6nU n {'lU ttA s n?1 }lA1u

oAd?,oFl?'tilluotoao,/ oTHER INTORilIATI0N

rirvrtirtauauiuir n'anrrurirlaiudlil'tfluluau-n:ffrilunrruo3,r4nil::nr: nruua-.rornduiu-yl.r :-rrrirnh.rruui: lrrnJ:rngnrutta-lirtionrru'tulusn-n: uo:zuia tanallririuruao.rriluunngrufilfi'[flirfunrruoi.r uiu-n., o:rindrlr'rwrdrluvrTufIou'kiaio,lui.lrilunr:

r a-'o1.tnu1 ua:luflaJ01UtJuzotzu., t,tu'nottiluj un:/l,ti0 ntlRuntuln rl n.Jau

I ct'rtify that all st,rtenrerrts gilcrr in this APPLICATION is ABSOLUTELY TRUE. tf .rnt,is ftruntl to tt UNTRUE,-ritor entagcrnerrt, Tl IE COIVIPANY has the right to TERIIINATE nry enrplovment rritlrout anv prior noticc antl rrithout contptrrs.rtiun,scrver.lnce pi1y, .1n{/1rr dunage fct to inrmctliate disnrisal.

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riruriljurf,mor:nuuri u :nin:uruuuci n301il ?[ro totr rttrn c.tr or ntrrtrr crclc ?

, a r)riruiiluniufi :nuuoi /', nnin,uiuuuoi ni alri ?

Drr you lnrld driving liccns. ?

rirun:rurirr nr:iu an'n:JluluohtruriidloiDrhJl: ?

lnrlirxte surcr. rf inform.rtion t,t lpplv f,,r this prsition ?

riruori'tur:nirla!.rfl:rri!1301il Q tri B tt r6ouArc \rrr pngn.rnt I No Yts nronths

virurnuvirfi onSnuru ua:rio.rn6oror uiohi ?

lhvt'vou n'er committctl anv illeg.rl ,rct or crinrin.rl c.u' J

viruinrrufi orJni unyriaunrirlnrunsolri? n'rilj:odulll[ rrrr h.rlt' .rnv phrsicrl rltlttt:, pkrrsc dcxrribe.

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frrr C()N.ll'AN)' (nrlv :

This Applic.rrrt is .rcctl,tctl for (POSITION)

Scr'titlr / Dcl'artnrcnt Others AgreententsIirl'111".; st.rrt d.lt.'

l'ropo5p{ sLlrt salnry

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Datc Datc


*

Nowarat U-bol

PERSONNELI

Appendix B I 136

APPENDIX B

To

From

PERSONNEL DEPARTMENT

Marketing DepartmentMAN.POWER REQUISITION

Position to be filled

To be supervised by

D<eeutive Secretary

Mr. Aron Fugama

OosrCeHren@oe Approximata Sahry Range

20,000 - 25,000.00 Baht / MonthztO0

Proposedstartdatel ASAP

Employment l-l Permanent

Stafus n temporaryHowlorgneeded

I Months

tl Days

Qmntityneeded

1 Person

Job Description or Duties of Work

o To handle secretarial function

o To provide support to Marketing Manager

SEX:

E uer-e tr FEmALE EDUCATION DEGREE:

AGE (YEARS):

from 25 to 30

tr Vocatonal tr Dlplorna B Post Graduats tr oocmnt

tr HEh vooatorut tr Bafiehr tr Master

FIETDOF STUDY: Busruess aourNrsTRATroN

MEdOR OFSTUDY: MARKMNG

ENGLISH PROFICIENCY:

(Gmo, Farn, PooR)

UNDERSTANDINO: FaiT

RgeorNo: Fair

SpearcHo:

WnrnHe:

Fair

Fair

COMPUTER SKILL:

(Put"Yes" rF REoUIRED

PUT "No" tr uor neoutneo)

\MHoows: ves POWERPOIN.N NO VISI,AL Fo)(PRO: NO

WORD: YES INTERNET: NO OTHER: NO

D(CEL: YES GMPHIC: NO

ACCESS: YES VISIJALBASIq NO

YEARS OF DIRECT DGERIENCE 2 YEARS As UEoUIIvESECRETARY

FecroR WEIG}IT

(atlocareemceHTAGETo EAcH FAcToRwHTLEMATNIAN lfl) asasuN pencENTAGEoFFouRracrons)

EHoLsn PRoFrctENcY

Goupurcnsxttt-

DIRECT B(PERIENCE

40

30

25

5

Rrouesreo Rr: APPRo\ED BY

SUPERToR/ MANAGER DEPARTMENT MANAGER FRsT LE\EL MANAGEMENI ExEcU[\E DRECToR

Dete Date Date DateCopyright by Mahidol University

T

Fac. Of Grad. Studies. Mahidol Univ.

NAME

DATE O['BIRTH

PLACE OF BIRTH

INSTITUTIONS ATTENDED

ADDRESS

Biography/ 137

BIOGRAPHY

Ms. Nowarat U-bol

l0 April 1972

Songkhl4 Thailand

Prince of SongklaUniversity, 1990 -1994

Bachelor of Business Administation

(Marketing)

Thammasat Universigy,lggg - 2001:

Master of Arts @nglish for Careers)

Mahidol University, 1997 -2002:

Master of Science (Technology of

Information System Management)

14 Moo 4, Tambol Kohyor,

Amphur Muang,

Songkhla 90100

L-Copyright by Mahidol University

Documents

Mahidol Universitymulinet11.li.mahidol.ac.th/e-thesis/scan/4037646.pdf · Title: Development of decision support system for short listing potential candidates in the recruitment process